Note: 1st draft of final document (subject to final checks /
edits)

Babergh
Local Plan 2011-2031

Core Strategy & Policies

(Part 1 of New Babergh Local Plan)

Contents & List of Policies

Executive Summary i

Section 1: Introduction and Context

1.1 Introduction: Role of the Local Plan Part 1: Core Strategy 1

1.2 Structure of the Document 1

1.3 Key Characteristics and Issues for the Future 2

1.4 People and Places in Babergh 10

1.5 Vision, Objectives and Strategy 11

1.6 Objectives for Shaping Babergh’s Future 13

CS1 Applying the Presumption in Favour of Sustainable Development in
15

Babergh

Section 2:

2.1 Settlement Pattern 16

2.2 Growth – How Much, and Where Will it Go? 21

2.3 Level of Economic Growth 23

2.4 Level of Housing Growth 24

2.5 Relationship of Jobs Growth to Housing Growth 25

2.6 Cross Boundary Connections and Joint Working 26

2.7 Strategy for Growth 28

CS2 Settlement Pattern Policy 29

CS3 Strategy for Growth and Development 30

2.8 Managing Future Growth 33

CS4 Chilton Woods Strategic Land Allocation and Strategy for Sudbury /
34

Great Cornard

39

CS5 Strategic Broad Location – East of Sudbury / Great Cornard 40

CS6 Strategy for Hadleigh 45
CS7 Strategy for Growth in Babergh Ipswich Fringe 48
CS8 Sproughton Strategic Employment Land Allocation 51

CS9 Wherstead Strategic Employment Land Allocation 54

CS10 Brantham Regeneration Area Allocation 59

CS11 Strategy for Development for Core and Hinterland Villages

Section 3:

3.1 Sustainable Development 61

3.2 Sustainability – The Babergh Approach and Interpretation 61

3.3 Environment, Climate Change and Green Infrastructure 62

CS12 Sustainable Design and Construction Standards 69

CS13 Renewable / Low Carbon Energy 71

CS14 Green Infrastructure 72

CS15 Implementing Sustainable Development in Babergh 75

3.4 Mixed and Balanced Communities 77

CS16 Town, Village and Local Centres 79

CS17 The Rural Economy 84

3.5 Homes for All 85

CS18 Mix and Types of Dwellings 86

CS19 Affordable Homes 89

CS20 Rural Exception Sites 89

3.6 Implementation and Monitoring 90

CS21 Infrastructure Provision 94

CS22 Monitoring 94

Key Diagram 96

Glossary 97

Appendices

Appendix 1: Saved 2006 Local Plan Policies to be replaced by Part 1 of the new
Babergh
104

Local Plan: Core Strategy and Policies

Appendix 2: Housing Trajectory 110

Appendix 3: Delivery, Infrastructure and Monitoring Framework 112

Appendix 4: Accessing Key Services (2010) 154

Maps

Map 1: Babergh’s Environmental Characteristics 3

Map 2: Distribution of Employment Sectors in Babergh 6

Map 3: Demographic and Social Characteristics 8

Map 4: Functional Clusters in Babergh 20

Map A: Strategic Allocation – Sudbury 38

Map B: Strategic Allocation – Hadleigh 43

Map C: Strategic Allocation – Ipswich Fringe 47

Map D: Strategic Employment Site Allocation – Sproughton 50

Map E: Strategic Employment Site Allocation – Wherstead 52

Map F: Brantham Regeneration Area Allocation 56

Executive Summary

1. Role of the Core Strategy and Policies document

The Core Strategy & Policies (Part 1 of the new Local Plan) provides a high-level, strategic
plan for Babergh for 20 years from 2011 -2031. The policies are intended to be broad and
general, overarching policies outlining the strategy for growth and steering growth to
sustainable locations. It is essential to appreciate that, with the exception of three strategic
allocations, the Core Strategy and Policies document provides generic, overall policy
directions and requirements and other subsequent Development Plan Documents (DPDs),
that is Development Management and Site Allocations, will provide much more detailed
policies covering detailed or specific requirements to cover many elements of development
proposals and the site specifics details where new, smaller sites are to be allocated for
development (or for other purposes).

For future growth the focus moves away from “targets” and “prescribed numbers” and
instead is driven by ensuring provision is made for the right kinds of jobs and homes, in the
right place at the right time. The approach was informed by a public exercise in 2010 to
review the approach towards growth for Babergh. The Submission Draft Local Plan Part 1:
Core Strategy and Policies is in general conformity with both this and the National Planning
Policy Framework (published March 2012).

2. Vision and Objectives

The early part of the document describes Babergh district’s main characteristics. This goes
on to identify the main issues that the Plan needs to address, in relation to environmental,
economic and social issues. The proposed Spatial Vision is as follows:

Babergh will continue to be an attractive, high quality place in which to live and work,
and to visit. The local character and distinctiveness of South Suffolk will be further
enhanced by a strong economy and healthier environment providing the framework for
a well connected network of places that is made up of mixed and balanced
communities.

The vision therefore seeks to protect and promote the local distinctiveness of Babergh
district. This is supported by 8 specific objectives that cover: mixed and balanced
communities; economic growth and prosperity; regeneration and renewal; provision of
adequate infrastructure; our response to climate change; local character and built / natural &
historic environment; rural communities; and phasing of development to manage growth
effectively.

These first 2 elements form section 1 of the Core Strategy and Policies document.

3. Spatial Strategy (and Settlement Pattern)

In section 2 Policy CS2 Settlement Pattern Policy and the spatial strategy set out what is
traditionally described as a hierarchy of settlements along the following lines:

Towns (Sudbury / Great Cornard; Hadleigh, and the Ipswich fringe (Pinewood and
Sproughton urban areas)

Core Villages (Bildeston; Boxford; Bures St Mary*; Capel St Mary; East Bergholt;
Glemsford; Holbrook; Lavenham; Long Melford; Nayland)

Hinterland Villages (includes 43 generally smaller villages that make up the
catchment areas for the towns and larger Core Villages) – see Policy CS2 for list of
villages Countryside (includes open countryside, individual or scattered groups of
houses or hamlets)

*Note: Bures St Mary is a special case as half the village is in Essex and its growth and development will be planned and co-
ordinated with Braintree Council and others

The Core Strategy and Policies document uses a new approach by identifying ‘functional
clusters’ for the rural areas and all of the district’s rural tracts are assigned to one or more of
these clusters (as some areas overlap). The ‘functional clusters’ are groups of villages which
share common links between them. The larger villages (called Core Villages) provide
services and facilities for their own residents and for those that live in smaller villages and
rural settlements in a hinterland around them (often overlapping). The villages in catchment
areas of these Core Villages we have called Hinterland Villages. The clusters have been
identified through local responses to the Growth Review, rather than being identified by the
Council. These clusters reflect the way that people may live in one part of the cluster but use
other places within it for essential, low-order, everyday services and facilities (such as
schools, convenience shops or primary healthcare). One of the most important benefits of
the functional clusters approach is that it allows for inter-changeability in service provision,
the location of new development (such as how or where rural affordable housing
developments are provided and occupation rights shared, where new employment provision
is made or recreational facilities provided for a general area).

4. Growth and Development

The approach to growth has been reviewed thoroughly and a new approach will be followed.
The new Plan is to be jobs-led, rather than homes led. In this way, the starting point is to
determine the level of economic growth, new jobs and prosperity to which we will aim. The
level of growth in new homes flows then from this level of aspiration. It is considered that
Babergh has a realistic opportunity to plan for the creation of an indicative 9,700 new jobs in
the 20-year period to 2031 that is just under 500 new jobs per year (485). The economic
strategy will work through protecting and allocating sites and premises, promoting a healthy
mix of retail and leisure growth in the town centres, planning for the Strategic Sites and
Broad Location of Growth identified on the Key Diagram that include employment land, and
encouraging growth in new and locally important job sectors such as renewable energy and
tourism. Port related growth, particularly at Felixstowe, will also be a very important sector.

There is a need to promote local and wider economic recovery, to promote the economic
well-being of the district and greater overall prosperity. Part of the rationale behind this jobs
growth is the fact that some of the economic growth needed for Ipswich Borough (which is
tightly constrained by its boundaries), to ensure that growth there is balanced and
sustainable, needs to fall within its larger neighbouring districts including Babergh and
Suffolk Coastal districts. The location of these new jobs in the Ipswich fringe areas means
they would be well located for residents of either district. This also reflects the duty upon
these local authorities to co-operate in planning ahead for the future.

The level of new homes to plan for is 300 per year. The net effect is a need to find and
allocate enough new sites to provide for 2,500 new homes over the Plan period to 2031. It is
considered that this number of homes is evidence based. The emphasis in planning for new
homes will be much more about ensuring that we provide the right kind of homes (that is
those of high quality design, sustainability, affordability and provided in the right locations
where most needed and beneficial) rather than a very high volume of new homes. This will
also ensure that settlements in Babergh are not swamped or overwhelmed by a level of
development that is out of scale with existing communities but instead setting a level that
also meets identified, essential needs.

In terms of the distribution of growth in the district urban areas will need to accommodate
some growth between them, primarily based on comprehensive, master-planned new
strategic extensions. Rural areas will also be part of the growth strategy and will be allowed
to grow “organically” to suit local needs and circumstances. This strategy introduces greater
flexibility for growth in the rural areas. Strategic Allocations and the Broad Location for
Growth on the edges of the three urban areas of Sudbury / Great Cornard, Hadleigh, and the
Babergh Ipswich Fringe will accommodate nearly two-thirds (60%) of planned growth. The
distribution of the suggested homes growth is based on the following urban – rural split; 60%
across the 3 urban areas and 40% across the rural areas. A total 2,500 new homes is
planned in Babergh for the 20 year period, to be distributed as follows:

• 850 dwellings at Sudbury / Great Cornard, (split between an extra 350 in the vicinity of
the already allocated Chilton Woods development and a further 500 to be brought
forward to the immediate east of the town, at a new location and phased later on)

• 250 dwellings at Hadleigh (to the town’s east)

• 350 dwellings in the Babergh Ipswich Fringe (to the west of the existing urban area in
Sproughton parish) and

• 1,050 dwellings to allow for appropriate levels of growth in the Core and Hinterland
Villages

• The Brantham Regeneration Project is likely to result in some new dwellings coming
forward toward the end of the plan period, but as this complex project is at a very early
stage the total of new homes planned for Babergh does not rely on an allocation of
housing numbers at Brantham.

It should be noted that whilst the Core Strategy and Policies document generally does not go
into site specific detail (other than identifying strategic, urban edge growth areas) existing
sites allocated for new employment growth or homes in the adopted Plan (of 2006) remain
mostly unaffected by this new Plan document (with an exception of the planned Chilton
Woods development at Sudbury / Chilton, for which further expansion is allowed). If any
existing allocated sites need to be reviewed, or new sites allocated, this would fall to the
subsequent site specific allocations document, which will follow as Part 2 of the new Local
Plan.

Proposals for redevelopment of the Brantham industrial site are still at an early stage and it
is therefore not possible to predict the number of homes that may be delivered as part of that
scheme within the plan period and separate these from the numbers of sites and quantity of
dwellings that will need to be allocated among the many Core and Hinterland villages (see
Policy CS3), and so the existing settlement at Brantham has been included as a Hinterland

Village for planning policy and the former industrial area at Cattawade is identified as the
Brantham Regeneration area. The Core Strategy and Policies document sets out a strategy
for growth and change for each main area of the district. Policy CS4 provides the strategy
and planned approach for Sudbury / Great Cornard. Policy CS6 does the same for Hadleigh
and Policy CS7 does this for the Ipswich fringe (Pinewood and Sproughton).

Allocations for specific sites in the Core and Hinterland Villages will be made in the Site
Allocations document and Policy CS11 allows flexibility for developments of appropriate
scale and form to come forward for these villages that are not specifically allocated. The
strategy therefore allows for some rural growth, which has been identified locally as
important to sustain the existing rural settlement pattern and existing rural communities. This
growth will be integrated with existing villages to ensure that it is sustainable and otherwise
acceptable in planning terms.

5. Sustainable Development

Section 3 of the Core Strategy and Policies document deals with sustainable development
and the new presumption in favour of sustainable development. The UK planning system
remains underpinned by the need to ensure that development and growth are sustainable. In
practice this means:

Planning for prosperity (an economic role)
Planning for people (a social role)
Planning for places (an environmental role)

The Core Strategy and Policies document describes the local Babergh approach to
sustainability, which is to respect the importance of all 3 of these considerations. In general
this will require finding the right balance between these 3 elements and where that balance
lies may vary from case to case according to the merits of the particular context, situation
and development proposed. Policy CS15 provides the over-arching policy coverage in this
area and will apply to all proposals in respect of sustainable development (although
elements of this will often have limited application to the smallest, domestic scale
developments or alterations).

The Core Strategy and Policies, via the above settlement hierarchy, will direct the largest
scale development to the most sustainable locations. These largest developments will be
strategic in scale and nature and planned as sustainable, new, mixed and balanced
communities. Planning for these developments will ensure that they are designed to
incorporate sustainable development features, co-ordinated with transport provision, with
good access to existing community facilities, services and open space in urban areas,
together with new facilities and services where necessary. Design of new development on
the larger and strategic sites will focus on enhancement and in particular have Green
Infrastructure central to the design concept of sites.

The Plan has a strong emphasis on planning for infrastructure provision alongside
development (see Appendix 3). Similarly, timely provision of physical, green and social /
community infrastructure will be planned to meet the needs of Babergh’s communities. An
example is the provision of high quality, new healthcare facilities to serve the Sudbury and
Great Cornard area and this proposed development is already under consideration.

6. Built, Natural & Historic Environment; Climate Change; and Green Infrastructure

Section 3 also addresses the environment in all its forms (including landscapes, the estuarial
coast and biodiversity, etc.) and these will be conserved to protect the district’s environment,
which is of considerable value and diversity. Babergh has 2 Areas of Outstanding Natural

Beauty and biodiversity sites of national and international importance. Accordingly,
development will be directed away from sites of landscape or other conservation importance
and areas at risk from flooding (unless it concerns the regeneration of previously developed
land and includes adequate measures to protect the development from flood risk for its
planned lifespan). A strategy is provided (at 3.3.4) for environmental enhancement of the
district, as follows: ‘Opportunities to enhance the rich and varied environmental resource in
Babergh which comprises: the estuaries, river valleys, AONBs, biodiversity and Geodiversity
areas, open spaces, countryside, heritage assets, conservation areas and historic buildings,
will be positively encouraged’.

This will include working collaboratively with our partners in these areas (such as
countryside management groups), provision of new natural greenspace where opportunities
arise, the use of developer contributions alongside new development, requirements upon
new development to incorporate suitable environmental measures, natural habitat
improvement etc. The chosen development strategy has been planned to minimize harmful
impacts on the 2 river estuaries in particular (Orwell and Stour) as 2 key areas of ecological
value but also sensitive to harm. A monitoring programme will also be used to ensure proper
understanding of the condition of these ecological assets and any adverse changes to them.
Planned compensation, identified by the mitigation measures will also be activated if the
monitoring programme indicates these to be necessary.

A strategy is also provided (at 3.3.6) for the conservation and enjoyment of the historic
environment. The historic environment has particular importance in Babergh, a district with
around 4,000 listed buildings (of national importance) and 29 designated Conservation
Areas. Babergh also has other historic features, such as Scheduled Ancient Monuments and
designated historic parks and gardens. The strategy aims: ‘to continue to conserve and
enhance the heritage assets throughout the district for the benefit of all to enjoy and to
enrich the quality of life and learn from local knowledge and understanding of the past
through these assets and ensure they are safeguarded for future generations to enjoy and
learn from’.

Climate change has increased in stature as an issue that needs addressing locally and at all
other levels. Addressed at section 3.3.7, a comprehensive climate change strategy is
provided. This focuses on minimizing carbon release and cleaner new energy technologies.

The focus of much of the district’s new growth in new, sustainable, urban extensions will
allow for such issues to be addressed from the initial planning stage of these developments.
The use of a specialist Sustainability Support service is also underway to help refine the
Babergh approach further and the Council is supporting Suffolk County Council’s Greenest

County initiative. Work is underway to assess potential (onshore) areas for wind energy
generation; although most wind energy generation is being directed offshore. On the
strength of current knowledge, the district’s constraints suggest the main potential is likely to
be around smaller scale community based renewable energy generation (and larger scale
production where viable and appropriate). In terms of transport issues, the district’s very
rural nature is expected to continue limiting potential for more sustainable travel modes in
future (except in the towns) although travel plans will be sought for larger developments and
protection of existing local facilities together with encouragement for new such facilities
(such as famers’ markets) will help to reduce ‘food miles’ and their adverse impacts.

The Council also looks to non spatial measures that include support for energy conservation
for homes in the district, as this also helps address fuel poverty and the health agenda.
Similarly, the introduction of requirements for higher sustainability standards in new
residential developments, measures such as ‘Building for Life’ and increased permitted
development rights for sustainability measures all serve to ensure that new homes are built
to cut carbon and to offer other benefits (such as improved water conservation).Policy CS12
seeks to reduce carbon emissions and sets out residential design standards (including those

for both major residential developments via the Building for Life Silver Standard and for non
residential developments via the BREEAM ‘Excellent’ standard). Policy CS13 deals with the
approach to renewable and low carbon energy, focusing on the Strategic Allocations and
Broad Direction of Growth and large-scale new developments, but also encouraging low and
zero carbon technologies in other developments. The policy encourages community type
initiatives in this area (which are typically of relatively modest scale).

Green infrastructure is dealt with at section 3.3.9 and is a key element of the Core Strategy
and Policies document for a number of reasons, including its benefits to the quality and
setting of new development; its role in the health agenda and opportunities afforded for
recreation; its promotion of biodiversity and role in helping to relieve visitor pressure on the
internationally important designated biodiversity sites. Policy CS14 Green Infrastructure
sets out requirements for protection and enhancement and its provision in new
developments, including encouragement for establishing new networks of Green
Infrastructure.

The issue of Brownfield (previously developed) land is covered at section 3.3.11, with
Babergh’s approach set out here. This includes the preference for redeveloping brownfield
land over greenfield land to apply equally to all forms of development and to attach greater
weight to ensuring sustainable developments, quality and good design, and less weight to
the priority of the re-use of brownfield land in considering proposals for development. A
target of 45% brownfield land re-use is proposed as the level for local monitoring purposes
to measure performance in this area.

7. Town, Village and Local Centres

Town, village and local centres will play an important role in delivering the overall economic
strategy and provision of new jobs. They act as the focal point for their respective wider
towns and villages. These are addressed by Policy CS16 and this maintains the prevailing
policy approach of protecting and enhancing their vitality and viability, directing those forms
of development suitable to them (such as retail) to the existing centres and providing policy
safeguards to address potential adverse impacts of some proposals.

8. Local Economic Strategy and the Rural Economy

The district’s wider economic strategy was summarised in Policy CS3 (and supportive text)
earlier on. For the delivery of new jobs to meet the indicative level of 9,700 to 2031, sections
3.4.3 onwards describe key sectors of particular strength in the Babergh context, including:
ports and logistics; information and communications technology; manufacturing; tourism
(and related areas); non traditional ‘B’ class jobs (such as teaching, health, etc.); and those
based on the rural economy including rural/agricultural/diversification activities (including
food processing, farm shops / farmers’ markets). The strategy also recognises the role of
various different parts of the district in economic growth and relationships with neighbouring
areas.

One element of the district that contributes significantly towards the economy and jobs is the
rural areas and rural activities. The district enjoys important advantages in this respect, such
as its quality of environment, location beside two estuaries and proximity to the sea, and
relatively good access to London and wider south-east. Policy CS17 reflects the proposed,
positive approach towards Babergh’s rural economy, essentially representing a continuation
of the previous planning approach. This provides for agricultural related activity and
diversification, re-use of rural buildings, sustainable tourism, renewable / low carbon
industries, rural business workspaces and the well-being of the many rural businesses.

9. Mixed and Balanced Communities

The overall objective of providing good quality homes for all (whether to own or rent) is
supported (see section 3.5) and has long been a Babergh priority theme, although a high
housing volume approach does not represent the most targeted way to balance local
housing markets for Babergh. Providing the right kind of homes (where needed) will be the
focus of the strategy and seeking to promote balanced communities, allowing for a diversity
of people at different stages of life and in different circumstances. Policy CS18 Mix and
Type of Dwellings has been included at the Core Strategy and Policies stage because it is
fundamental to the overall strategy. In short, this looks to ensure provision of the right type
and size of new homes in line with locally identified needs (predominantly small and medium
sized homes). This also provides for more specialist needs, such as those for the elderly, or
where required, Gypsy and Traveller pitch provision (generically). As a non strategic Core
Strategy and Policies issue, any necessary Gypsy and Traveller (or similar) provision will be
addressed primarily in subsequent planning documents.

In order to maintain affordable homes delivery in the face of current difficulties, Babergh’s
approach has been revised. There maintains a requirement, under Policy CS19, for new
residential developments to provide affordable housing at a level of 35% of the number of
new homes provided (or otherwise an appropriate level of financial contribution where
appropriate) – provision to usually be on site (for larger developments) but for smaller
schemes the contributions route will often apply. Individual affordable homes requirement
targets may be set in subsequent documents for particular developments. The new proposed
approach is for all residential developments to provide affordable housing to these
proportions (unless it can be demonstrated that this is not possible).

Policy CS20 Rural Exceptions (Affordable Housing) Sites provides an updated approach to
these developments, with new locational criteria to ensure adequate guidance for their site
selection process. Greater flexibility is allowed for, including in particular a relaxation of the
specific requirement that these abut the built up area boundaries of villages.

10. Implementation, Infrastructure & Monitoring

At section 3.6 this part focuses on implementation of the Core Strategy and Policies
document (and–subsequent development plan documents) and cites the role of
proportionate evidence which is endorsed as an overall principle in Plan-making and
planning decisions. This includes financial viability matters, although the evidence employed
in this regard is often more complex in nature than many other forms of evidence.

An infrastructure delivery strategy is set out at section 3.6.2, covering all 3 areas of physical,
green and social / community infrastructure. The infrastructure plan include development
quantities, forms, timing etc. This requires the co-ordination of actions by others, including
infrastructure providers like utility companies and agencies like the Highways Agency. For
the short-term, the use of planning obligations (legal agreements) alongside new
developments will continue to feature here but in the longer term, as the Council develops
and puts its own Community Infrastructure Levy in place, this is expected to be the principal
route through which new infrastructure (of all forms) is provided. Policy CS21 Infrastructure
Provision sets out these arrangements and requirements for (physical, green and social /
community) infrastructure provision and improvement and protection of existing facilities and
services. Financial and other delivery arrangements under this policy include use of planning
conditions, legal agreements and also the new Community Infrastructure Levy. Phasing of
new development (in general terms) is also covered by this policy.

Section 3.6.3 introduces the delivery and monitoring framework for Part 1 of the Local Plan
and this sets out the delivery and implementation arrangements for each of the policies in
turn. Many of these will be implemented through the development process, as regulated by

the development management (or planning control) function. However, a common theme is
the need for collaborative partnership working between a wide range of organisations, of
which Babergh is only one. A summary table for this is provided at Appendix 3.

Monitoring arrangements for the Local Plan are addressed at section 3.6.4 and this will
primarily be done through the Annual Monitoring Report (AMR) process. The approach to the
Babergh AMR is being reviewed to ensure closer focus on its primary role of reporting on
implementation and delivery of new Plans for Babergh. Other external monitoring and
information gathering activities are likely to be reduced or eliminated. The targets and
indicators of the Local Plan will be reported on annually to ensure that there is adequate
understanding of how far its objectives are being achieved alongside any other outcomes or
consequences that it may have. Policy CS22 Monitoring deals with the process for
monitoring the Local Plan, including cross-boundary working, any harmful impacts on the
highest level designated biodiversity sites, phasing of development for Sudbury/ Great
Cornard, setting the context for subsequent planning documents and for future reviews of the
Core Strategy and Policies document.

Appendix 1 provides a list of existing Babergh Local Plan (2006) policies to be replaced
by the Core Strategy and Policies document

Appendix 2 sets out the envisaged housing trajectory and how the delivery of new homes
over the Plan period is forecast to progress in practice

Appendix 3 integrates the overall Local Plan policy implementation arrangements with
outline infrastructure delivery arrangements, grouped by each respective policy in this Core
Strategy and Policies document

1
Section 1 – Introduction and Context

1.1 Introduction: Role of the Core Strategy and Policies document – Part 1 of
the Babergh Local Plan

The Core Strategy and policies document is a key document in the new Babergh Local
Plan. It is a strategic document that sets out the long term spatial vision and strategy for the
Babergh district, including in particular, our recognition of the importance of working with
other organisations to achieve this. It deals with strategic issues such as how we should
plan, deliver and manage growth and development in the district over the next 20 years (up
to 2031) but it does not deal with detailed issues such as site specifics, or policies dealing
with either localised or non-strategic matters. The detailed issues will be addressed in
subsequent documents.

The process for preparing a Local Plan provides for a number of opportunities for public
engagement, and consultation with the statutory stakeholders and the local community has
already taken place on: The Issues & Options for the Core Strategy (April / May 2009); and
Growth Issues and Scenarios (October / November 2010). Following the consultation on
this Submission Draft, the document will be submitted to the Secretary of State, together
with any amendments appropriate for Examination in Public, before being finally adopted.

Once adopted Part 1 of the new Local Plan will replace some of the more strategic policies
in the Babergh Local Plan (Alteration No 2) 2006, and these are listed in Appendix 1 of this
document. All other policies in the Adopted Babergh Local Plan will remain relevant until
they are replaced by other (Development Plan) Documents.

The legislation which supports the preparation of the new Local Plan and other policy
planning documents is extensive and subject to change. Many such changes are offset out
in the Localism Act, November 2011. Further information on current and emerging
legislation relevant to the new Local Plan is set out in the supporting Conformity
Background Document.

One of the key changes which has influenced the approach taken in Part 1 of our new
Local Plan relates to the way in which the level of growth is determined. In the past the
level of growth for jobs and housing has been determined by targets, set at a regional level.
The new agenda allows for a more local approach to be applied to establishing the
appropriate level of growth for the area, which could be described as a “bottom-up”
approach. This is reflected in this draft of the Core Strategy and Policies document, as local
evidence, indicating need, trends and aspirations which have been used to inform the
growth levels for jobs and homes in Babergh for the next 20 years.

1.2 Structure of the Core Strategy and Policies Document

Part 1 of the Local Plan, the Core Strategy and Policies document, comprises three
sections as follows;

Section 1 – sets out the vision, objectives and context for growth in Babergh;

Section 2 – sets out the strategy for growth and distribution and the overall approach;
Section 3 – addresses how that growth will be delivered and managed and indicates
the broad considerations which will apply to future development.

The document is concise, but functional, providing a summary of the context for each of the
main elements included within it. More details on the key elements of the Plan will be
provided in supporting technical background documents:

2
• Conformity (legislative background, Government changes, national policy context and
conformity issues)

• Spatial Strategy Economic Strategy

• Housing and Affordable Housing

• Environment and Climate
Change Flood Risk

Evidence base

In addition to the material that will be described and referenced in the supporting technical
background documents the Core Strategy and Policies draw on an extensive evidence
base which can be found at:

http://www.babergh.gov.uk/Babergh/Home/Planning+and+Building+Control/Local+Develo
pment+Framework/

1.3 Key Characteristics and Issues for the Future

1.3.1 Environmental Characteristics

The Babergh District is mainly rural in character and covers an area of 230 square miles
(596 square kilometres). It has two main towns, the market town of Sudbury in the west and
the smaller town of Hadleigh located centrally within the district. On its immediate fringes lie
the towns of Bury St Edmunds to the north, Ipswich to the east and Colchester to the south.

The landscape is both varied and attractive consisting largely of undulating arable farmland
interspersed with river valleys, and is framed on the eastern and south-eastern sides by the
Orwell and Stour estuaries. These estuaries have a distinct and precious character, and
valued wildlife habitats. Both these areas are designated as Ramsar (international
designations) sites and Special Protection Areas (European designations). Much of the rest
of the district is also recognised for its value with a wealth of designated areas from SSSIs,
AONBs to listed buildings and conservation areas to name a few. Map1 below illustrates
the extent that Babergh’s environment is valued and protected.

3
Map 1: Babergh’s Environmental Characteristics

4
1.3.2 Key Environmental Issues

• Some parts of the district are at risk from flooding, especially along the river valleys and
estuaries. It is important that this risk to lives and property is not increased and that any
impacts are managed and mitigated.

There is a need to reduce the amount of waste going to landfill as space rapidly runs
out in Suffolk and other parts of the region. The amount of waste that is recycled or
composted in Suffolk increased to 50.6% in 2009-10. Recycling in Babergh contributes
to this rising from 33% in 2005-6 to just over 40% in 2009-10. (Suffolk Waste
Partnership 2009/10 Annual Report).

• Reducing CO2 emissions significantly reduces the impact of climate change. It is
important that we continue to look at ways to contribute to reducing climate change in
the district including more sustainable energy generation and energy use /
conservation.

• Traffic congestion and air pollution due to traffic are also important issues in some parts
of the district. The potential pollution hotspots relate to the A12 and A14 trunk roads
and the A131 southern approach to Sudbury, which carry relatively high volumes of
fast-flowing traffic. The Ballingdon Street, Cross Street and Church Street area of
Sudbury has been designated an Air Quality Management Area (AQMA) as a
consequence of traffic congestion and air pollution.

• Efficient use and protection of the quality of scarce resources, particularly water and
the water environment.

• Adequacy of infrastructure, in terms of its extent and coverage, capacity,
condition/state of repair etc.

• Development close to protected areas may have negative impacts such as disturbance
and decline of protected wildlife, changing a cherished view, or creating congestion that
affects both residents and visitors. It is important to strike a balance between the need
for new jobs and homes and protecting the most important habitats, views and
buildings for the future.

• Need to maintain and respect the character and quality of the built environment and
safeguard the future of heritage assets.

1.3.3 Economic Characteristics

Babergh District has a diverse economy with a strong manufacturing sector and
distribution, hotel and restaurant sector, a declining agricultural base (in terms of simple
employment numbers only) although this sector makes a larger contribution to the economy

than is typically the case regionally and nationally) and a tourism industry with significant
growth potential
1
.

In terms of the size (e.g. ratio and scale of component employment sectors, business
density, levels of productivity, rates of new business formation, etc.), Babergh’s local
economy is less than half the size of the average for districts in Britain. However, the district
has maintained a low level of unemployment through and since the recession (3% of
the economically active population in 2008 – a lower level than for Suffolk, the East of
England and the UK). In 2007 Babergh contributed to almost 21% of the jobs in Suffolk
2
.
The average gross earnings in Babergh are below the Suffolk average (£32 per week less
in 2008) and well below the national average (£144 a week less in 2008). Data from the
2001 Census (the latest available) showed that 43% of the workforce in Babergh travel
outside of the district for employment, and that 5% of the workforce in Ipswich Borough, 3%

1
GVA Grimley, Employment Land Review, 2010

2
Suffolk County Council, 2008

5
of Mid Suffolk workforce, 2% of the St Edmundsbury workforce and 2% of the Suffolk
Coastal workforce travel to Babergh for work.

Figure 1

Employment Sectors in Babergh (2007)

MANUFACTURING 24%

SERVICE SECTOR 73%

AGRICULTURE 3%

Note: The manufacturing sector is notably higher than that in Suffolk. The District has smaller
than usual numbers of people working in the Transport & Communications and Public
Administration, Health & Education sectors
3
.

The market towns of Hadleigh and Sudbury, together with the Ipswich Fringe, make a
significant contribution towards employment in the district, but a notable proportion of
employment opportunities are also provided elsewhere in the district. The employment
sectors or categories that are important to the local economy have been identified using the
Babergh profile 2010 (SCC) and local sources of information:

• Manufacturing

• Retail and Town Centre services (e.g. banking)

• Tourism / leisure / hospitality (ranging from farm shops to craft centre, specialist shops
e.g. antiques, to hotels, pubs and restaurants, museum etc.)

• Public service – including education, health and local government

• Distribution / warehousing including Port-related distribution businesses

• Marine activities and operations (ranging from boat building and chandlery to leisure
related services associated with sailing and visitors – from locations such as Foxes
Marina, Woolverstone, Webbs (Chelmondiston), and Shotley)

• Rural Employment Areas / Industrial Estates / Business Centres and rural
diversification businesses (this category will range from farm diversification and
conversion of redundant farm buildings to long-standing rural businesses and industrial
estates on former airfields)

These sectors / categories of employment are shown on Map 2 as small, medium, or large
circles to denote the relative strength of that sector in that location. Whilst this is not precise
it does demonstrate the ‘geography’ of the local economy and illustrates the relative
strength of manufacturing, and importance of tourism and leisure to the area.

3
Annual Business Inquiry, 2008 and GVA Grimley, Employment Land Review, 2010

6
Map 2: Distribution of Employment Sectors in Babergh

7
1.3.4 Issues for the Local Economy

• Promoting the drivers of our local economy and our existing strengths, and identifying
the potential for future new businesses and employment opportunities in the district.
Planning policies cannot create new businesses but they can create a positive
environment for business growth and job creation.

• Gaps in the skills and education base – Babergh performs better than the GB average
up to and including GCSE Level (NVQ2), but less well at A Level (NVQ3) and above
4
.
Many young adults move out of the area seeking higher education, higher paid
employment and, sometimes, housing opportunities.

• The number of Job Seekers Allowances has risen significantly in the district between
2007 and 2010
5
reflecting the difficulties experienced as a result of the economic
recession in the country.

• Income levels and salaries / wages do not compare favourably with other areas overall.

• Babergh, together with Mid Suffolk, has the largest proportion of outward commuting
workforce in Suffolk
6
.

• Communications need improvement, both in physical and electronic terms (including
road / rail links and broadband technology, plus mobile telecommunications).

1.3.5 Demographic and Social Characteristics

It is estimated that Babergh had a population of 85,800 in 2009. This was 12.3% of the
population of Suffolk County and the second smallest district in the County. Map 3
illustrates the population breakdown around the district, indicating the population levels in
the urban areas, the larger settlements and the proportion within rural areas.

Babergh has two main centres of population. The largest town is Sudbury and Great
Cornard, which had a population of over 21,000 people in 2009. Sudbury and Great
Cornard have distinct and unique characteristics, features and communities. However as a
result of their location adjacent to one another and other similarities that they share,
Sudbury and Great Cornard are considered for planning purposes as one town and are

referred to as such in the remainder of the document. Hadleigh, the second largest town,
had a population of over 8,500 in 2009
7
. Babergh’s north east edge includes part of the
larger urban area of Ipswich. This area, known as the Ipswich Fringe, includes Copdock &
Washbrook, Pinewood, Wherstead, Sproughton and Belstead, which together have a
population of 7590.

Babergh’s population rose by almost 4% over the period 2001-2007. It was predicted that
the population will rise by 4.9% between 2001 and 2021 to 87,900
8
. This was lower than
the predicted average growth for Suffolk.

4
Suffolk Observatory, 2008

5
Suffolk Observatory, 2008 and Suffolk County Council, 2008

6
Suffolk County Council, 2005

7
Suffolk County Council mid year population estimates, 2009

8
Suffolk County Council mid year population estimates, 2009 (based on EERA, 2006)

8
Map 3: Demographic and Social Characteristics

9
A more notable trend is the rate at which the population in the district is ageing, with 19% of
the total population older than 65 years in 2001. It is predicted that this figure will increase
to 29% of the total population by 2021
9
, and the age pyramid in Fig 2 (below) illustrates
this.

Figure 2: SCC age pyramid graph Babergh 200

90+
80-84
70-74
60-64
50-54
Age
England
40-44
Males Females
30-34
20-24 England
10-14
Under 5
8% 6% 4% 2% Percentage2% 4% 6% 8%

There are 76 parishes in Babergh district, of which only 20 had a population of over 1000
people in 2009
10
. In 2009 only a small proportion of the 76 parishes had access to most of
the key services and facilities to meet their day-to-day needs. These parishes are fairly
evenly distributed throughout the district
11
. Local facilities such as shops and post offices
are under threat in a number of areas, and villages are under pressure to maintain their
viability.

1.3.6 Key Social Issues

• Affordability of housing – 2008 figures show that the average house price is almost 10
times higher than the average wage in the area. Babergh is the second least affordable
district in the County. Although this average is dropping at present, in real terms many
people would still find buying a house unaffordable
12
.

• Need to plan for the growing number of elderly and very elderly people – local health
and other services will be placed under pressure. It will be important to ensure that the
needs of the elderly population are addressed.

9
Housing Needs Survey, 2008 and Suffolk County Council, 2009

10
Suffolk County Council mid year population estimates, 2009

11
Babergh District Council, 2009

12
Suffolk County Council, 2009 (Suffolk Observatory 2008 Q3 House price to Income ratios)

10
• Babergh is the second least deprived district in the County (Index of Multiple
Deprivation updated 2010). This is relative, and there are pockets of deprivation
present around Sudbury / Great Cornard. Some of the rural areas of Babergh are
particularly deprived in terms of access to housing and other services
13
.

• Whilst the incidence of crime is low across the district generally, there are specific
locations within town centres and areas of relative deprivation where the incidence of
crime is relatively high, and growing. More generally, crime and disorder is still an
important issue for many local people, and fear of crime is disproportionate to the levels
of crime in the area
14
.

1.4 People and Places in Babergh

Facts and statistics only paint a faint outline of what it is like to live or work in Babergh. The
people who know Babergh best are the people that live or work in the district. We engaged
town and parish council representatives in a series of workshops during October 2010, and
asked them to complete a focussed questionnaire to tell us the good and bad points about
living in Babergh, and to hear their views, aspirations and ideas for coping with change and
managing growth in the district. Details of the feedback from these workshops are included
in the Spatial Strategy technical background document. The outcome of the workshops and
responses to the questionnaire gave a comprehensive picture that, together with the wider
consultation responses have been used to inform the spatial strategy and policies in this
document.

1.4.1 What is Babergh like now? What makes it that way?

The feedback from the workshops and parish council questionnaire was very positive.
People have a clear sense of place and community. The rural nature of the district is
important to the people that live and work here, and this provides the background and
context for many small village communities. These smaller communities usually have
limited services and facilities, and depend on the larger villages and towns in the district to
provide for many of their day-to-day needs. The important role of larger villages is
recognised and it will be important to safeguard services and facilities in all communities.

Growth and 21
st
century living have changed Babergh, and the towns, villages and
countryside look very different from how they would have looked a hundred years ago. The
processing of agricultural produce can mean a factory in the countryside, whilst at the other
end of the scale people work from their homes where broadband is available. Growth in
jobs and homes can be seen in Sudbury and Great Cornard. The local economy supports a
diversity of businesses from traditional silk weaving to high tech manufacturing. The local
economy in many villages is boosted by providing goods and services to visitors, be it day
visitors shopping, visiting cultural and historic features and eating out, or longer-stay
tourists in hotels, bed & breakfast or self catering accommodation.

Brantham has experienced a different type of change in the latter part of the twentieth
century similar to that in towns and villages around the country where modern processes,
innovation or lifestyle changes have led to the demise of the original manufacturing industry
that would have been the only or major employer of people in the local community. The
needs of Brantham are different from the needs of Sudbury / Great Cornard or of small rural
communities, and this plan provides a framework for growth for all of Babergh for twenty
years. This means planning for continuous change that recognises the differing needs of
people who live and work in the district. Competing interests need to be balanced, so that
the character and qualities of Babergh can be conserved.

13
Index of Multiple Deprivation, 2010

14
Suffolk Observatory, 2008 and ONS Annual Population Survey

11
1.4.2 Key Issues for Growth and Change

To ensure that growth is both managed and delivered appropriately and is thus
proportionate and sustainable, the following are key issues that will guide development:

• The shape, history and character of communities – the individual capacity of
communities to accommodate growth, the need to ensure the local economy remains
healthy, grows, creates new jobs, and provides for local need with a range of housing
for all.

• Meeting identified development needs (in the face of various delivery issues),
including: adequate provision for a stronger economy and more jobs; housing provision
of the kind needed, (including affordable housing in particular); other development
including infrastructure of all types.

• The very limited supply of brownfield land for re-development within the district – the
general objective of prioritising brownfield land for new development has caused some
problematic issues in the Babergh district in the past, as it has led to significant
pressure to redevelop the district’s scarce employment land supply for residential
development instead. The re-use of brownfield land has to be carefully considered to
ensure: that the proposed new use is appropriate for the land concerned; that
development for the district is sustainable in all important respects; and achieves an
appropriate balance between social, economic and environmental objectives.

• Appropriate infrastructure to ensure that our communities are sustainable and healthy –
it is important that infrastructure needs are considered together with how new
development will be accommodated in the district.

• Reduction in car travel and more sustainable transport use – for many people in small
villages / countryside public transport will not replace the need for a private car. We can
reduce the need to travel by ensuring new development is located close to services
and facilities and that these developments are carefully planned to provide
opportunities for work and leisure etc. close to new homes.

1.5 Vision, Objectives and Strategy: Summary of Proposed Approach

Traditionally, Babergh has not been a high growth area. This is partly a result of its
settlement pattern and predominantly rural character, a number of development constraints
and its sub-regional location, with larger urban centres nearby, particularly Ipswich,
Colchester and Bury St Edmunds. The predominant and traditional culture of the district
may also have been influential here. However, the planning for economic development
approach adopted for Babergh over the last decade could be regarded as positive and
proactive.

However, at present we face a major economic recession, a severely depressed housing
market and unprecedented (public sector) resource constraints. In some respects, the signs
are that the Babergh area has weathered the recession better than many other localities.
These factors indicate a need to respond effectively and to make a change in direction by
adapting our approach.

The preferred Babergh approach for this Plan period is to facilitate and plan for managed
growth, through an economic growth / jobs-led strategy. As a result, a significant degree of
economic growth is being proposed. This is partly in recognition of Babergh’s wider context
and its opportunities to promote economic prosperity and new job creation. We propose a
positive, measured approach that helps to create renewed confidence. Our contribution can
only be primarily local in nature but it is aimed towards helping promote national economic
recovery. We will adopt a realistic approach and recognise that achieving this

12
target will be challenging. In consequence, an economic strategy has been prepared to
explain and support the Core Strategy and Policies document and to set out the means by
which it is to be realised. That supporting strategy also explains in more detail why Babergh
is pursuing an ambitious, high economic growth approach.

The sub-regional context is an important factor in this approach and the relationship with
both other local authorities in the wider Ipswich area and in north Essex has been
instrumental in shaping its approach. However, the success in delivering housing delivery
targets over the Haven Gateway (HG) area has not been matched by similar success in
jobs growth, leading to an imbalance. With an opportunity to achieve high economic / jobs
growth for Babergh identifiable, the Council believes it will be in the best interests of
Babergh and the wider HG area to help alleviate that mismatch. Some other HG districts
may not have a similar opportunity. Co-operation with these local authorities and other
organisations, particularly the Haven Gateway Partnership (HGP), is therefore a key
element of the proposed approach. The Council does not believe that there are compelling
reasons to stifle or impede economic growth in its area overall. In very simple terms, we
wish to make it clear that Babergh is ‘open for business’.

The level of new housing growth proposed is less ambitious and has been planned to
reflect local views, aspirations and priorities and to reflect the local context, with high levels
of recent housing growth nearby in Ipswich and relatively high levels anticipated to remain
there for the future. Again, this reflects the importance attached to the proposed cross-
boundary and co-ordinated approach proposed for Babergh. Instead, Babergh’s preferred
approach is that its housing provision should be much less focused on simple numerical
levels or traditional targets than on providing the right kind of housing in relation to identified
local needs (including market and affordable housing) where it is needed, at the right time
and with an emphasis on affordability, quality of design and sustainability.

The third key element is that of infrastructure delivery, which includes physical, green and
social / community infrastructure. The Local Plan is being prepared with a particular
emphasis and strategy aimed at ensuring satisfactory delivery of these, although we
recognise fully the extent of the challenge involved in this. Hence the preparation of an
infrastructure delivery programme in tandem and our work towards putting a Community
Infrastructure Levy (CIL) in place (this being approached jointly with our various partner
local authorities). We wish to prepare this first part of the new Local Plan, the Core Strategy
and Policies through consensus but also in a timely way. This is in recognition of the need
to create the right conditions for growth. Thus, once we can agree a clear and coherent
development strategy for the district, this will facilitate the planning and delivery of the
infrastructure needed. Indeed, the latter cannot be achieved properly without the former in
place. In these ways and others, we consider it critical to provide the benefits of certainty
and confidence for both private and public sectors, and accordingly for this to allow
investment to take place.

Beyond the achievement of these critical delivery areas, the Core Strategy and Policies aim
to promote flexibility and adaptability of approach. At the same time our approach aims to
allow for as much flexibility as possible in how the delivery of these growth elements is to
be achieved.

Spatial Vision:

Babergh will continue to be an attractive, high quality place in
which to live and work, and to visit. The local character and
distinctiveness of South Suffolk will be further enhanced by a
strong economy and healthier environment providing the
framework for a well connected network of places that is made up
of mixed and balanced communities.

13
1.6 Objectives for Shaping Babergh’s Future:

Objective 1: Enable – mixed and balanced communities / comprehensive
neighbourhoods

Critical success factors:

• Delivery of approximately 10,000 new jobs and 2,500 new homes by 2031 throughout the
district supporting urban and rural areas and meeting the needs of businesses and
communities
• Delivery of a mix of housing types which matches the identified need in each location

Policies CS2, CS3, CS16, CS18, CS19, CS20, CS21 and CS22

Objective 2: Support economic growth and prosperity, building on the strengths of
the local economy, including strengthening the role of the rural economy

Critical success factors:

• Delivery of well planned strategic mixed use schemes in Sudbury / Great Cornard,
Hadleigh, and Ipswich Fringe
• Facilitating the right conditions to foster economic growth
• Protection of existing employment sites and premises
• Development of strategic and locally important sites implemented during the plan
period
• Maintain and enhance job opportunities in the rural communities to support mixed and
balanced communities

Policies, CS3, CS4, CS5, CS6, CS7, CS8, CS9, CS10, CS11, CS16 and CS17

Objective 3: Facilitate – regeneration and renewal

Critical success factors:

• Delivery of a mixed use scheme on the redundant industrial land at Brantham (Policy
EM06 of the Adopted Local Plan) through a planned scheme which is well integrated
into the existing village
• Redevelopment of the former sugar factory site at Sproughton as a sub-regionally
strategic site for port-related and other employment uses
• Town centre regeneration, particularly to extend or enhance the retail offer,
complementary to the existing vitality and viability of the towns of Sudbury and
Hadleigh

Policies CS2, CS3, CS8, CS10 and CS16,

Objective 4: Ensure provision of adequate infrastructure to support new
development

Critical success factors:

• The use of a master planning approach to ensure the co-ordination and phased
delivery of required infrastructure is planned for in schemes on the larger and strategic
sites from the outset
• The establishment of a ‘CIL’ for the Authority
• Securing contributions either on site, or through financial contributions for the
necessary infrastructure to support the new development, as required, site by site

Policies- CS4, CS5, CS6, CS7, CS8, CS9, CS10, CS15, CS19, CS20, CS21 and CS22

14
Objective 5: Encourage / Promote – adaptation to climate change, resource efficient
use of land and infrastructure

Critical success factors:

• Evidence of schemes which meet the target reduction in CO2 emissions

• Brownfield sites developed for appropriate uses, in preference to green field, resulting
in a significant amount of development coming forward on brownfield land

• The number of schemes which demonstrate the use of on-site renewables and energy
saving initiatives, plus renewable energy generation

• No deterioration in water quality as a result of development coming forward in the plan
period.

• The number of schemes implemented that demonstrate the use of innovative and/or
resource-saving measures such as Sustainable Drainage Systems (SUDs) and waste
management measures

Policies- CS12, CS13, CS14 and CS15

Objective 6: Protect / conserve and enhance: local character; built, natural and
historic environment including archaeology, biodiversity, landscape, townscape;
shape & scale of communities; the quality and character of the countryside; and
treasured views of the district

Critical success factors:

• Strategic sites and other large scale development are well located and designed in
relation to the protected areas and most sensitive landscapes

• The character and context of the landscape/townscape inspires and informs the
structure, design and shape of all new, large-scale development. Although the focus
will be different for each site important elements are likely to include: landscape form,
biodiversity, a design framework based on green infrastructure, and connectivity
•
• Enhancement mitigation and compensation is provided where appropriate

• The scale and character of new development is appropriate to and well integrated into
the settlement;

• Development is of a high quality and is of a design which respects the local
environment in which it is located, particularly the historic context and character

Policies- CS4, CS5, CS6, CS7, CS8, CS9, CS10, CS11, CS12, CS15 and CS16

Objective 7: Support Rural Communities, local services and facilities

Critical Success factors

• Key services are retained or improved

• Rural services are supported in a way which matches the identified need

Policies- CS2, CS3, CS11, CS17, CS20 and CS21

Objective 8: Manage and deliver development in a phased way so that growth is
incremental and delivered at the appropriate time

Critical success factors:

• Development within the Strategic sites is phased over the plan period, as outlined in a
master plan or other relevant planning delivery framework

• In Sudbury / Great Cornard phasing ensures that development in the Chilton Mixed
Use scheme comes forward in the early part of the plan period, and if Chilton is
delayed, allows for the New Direction of Growth to be implemented sooner

15
• Development in other locations respects the cumulative scale of development
elsewhere in the settlement and within the functional cluster

Policies- CS3, CS4, CS5, CS6, CS7, CS11, CS21 and CS22

The achievement of these objectives needs to be set within the context of the National
Planning Policy Framework (NPPF) and the new Presumption in favour of Sustainable
Development. The following over-arching policy applies this in the local context in line with
prevailing national policy requirements.

Policy CS1: Applying the Presumption in favour of Sustainable Development
in Babergh

When considering development proposals the Council will take a positive
approach that reflects the presumption in favour of sustainable development
contained in the National Planning Policy Framework. It will always work
proactively with applicants jointly to find solutions which mean that
proposals can be approved wherever possible, and to secure development
that improves the economic, social and environmental conditions in Babergh
district.

Planning applications that are supported by appropriate / proportionate
evidence and accord with the policies in the new Babergh Local Plan (and,
where relevant, with policies in neighbourhood plans) will be approved
without delay, unless material considerations indicate otherwise.

Where there are no policies relevant to the application or relevant policies
are out of date at the time of making the decision then the Council will grant
permission unless material considerations indicate otherwise – taking into
account whether:

• any adverse impacts of granting permission would significantly and
demonstrably outweigh the benefits, when assessed against the policies
in the National Planning Policy Framework taken as a whole; or

• specific policies in that Framework indicate that development should be
restricted

Note: The role and importance of evidence in planning matters is dealt with at section 3.6.1

16
Section 2 – Strategy for Growth

2.1 Settlement Pattern

2.1.1 Towns and Villages in Babergh

The Babergh District is a predominantly rural area with a distinctive settlement pattern,
containing just two towns and a small part of the urban area of Ipswich. The largest of

Babergh’s towns is Sudbury / Great Cornard, situated in the west of the district. The local
‘building blocks’ that define the separate identities of local communities in Babergh are the
individual parishes (with Babergh containing 76 of these). As a rural district, the many small
villages depend on the larger settlements and town centres for many of their needs. In this
context the role provided by the major centres beyond the district is recognised, with the
north of the district looking to Bury St Edmunds and Stowmarket; eastern parts and the
Shotley peninsula to Ipswich and the south of the district to Colchester.

The settlement pattern is influenced by the way in which places relate to each other and the
natural day to day connections which are made between settlements because of the
geography of an area. In considering the settlement pattern in Babergh, it is helpful to set
the context for this, and understand how the suggested pattern has evolved in the
preparation of this Core Strategy and Policies document.

The 2001 Suffolk Structure Plan and 2008 Regional Spatial Strategy (the East of England
Plan) both contained policies for identifying settlement hierarchies. This was based on
criteria linked to the size of settlements and the number of key services within them. In
2011 in Babergh district we have found that the context has changed since the 2001 Suffolk
Structure Plan settlement hierarchy policy was developed. Some villages may have lost
their convenience goods shop (and/or post office) and/or their pub. We also considered the
more recent, emerging Regional Spatial Strategy, and felt that this set too high a
benchmark for key service centres in this part of rural Suffolk, for example employment
opportunities in villages in Babergh district are limited, and most have only one or two
shops and services rather than a range, and public transport to higher order settlements
can scarcely be described as “frequent”. As well as this, feedback from the “Growth Issues
and Scenarios” consultation has informed the approach to a hierarchy of settlements in the
rural areas and the ‘key service centre’ concept (which itself is not new). We have therefore
taken a fresh look at this and have sought the views of town and parish councils to
establish how Babergh’s settlement pattern actually works on the ground.

In order to draw out and understand local knowledge better, a mapping exercise that was
carried out in the autumn of 2010 demonstrates the importance of Sudbury/ Great Cornard,
Hadleigh and Ipswich for employment, shopping and services. However, this exercise
focussed on the settlements in the rural area, and the results demonstrate the important
role that some larger villages in the district have in supporting the rural hinterland beyond,
including many smaller villages, particularly on the Shotley Peninsula and the north west
and north east of the district. The map in Appendix 4 is a “snapshot in time” showing the
results of this exercise and more details to the background of this are available in the
Spatial Strategy Background Document.

Although not particularly large places themselves, many of the larger villages support a
number of services that are primarily sustained by the population of the village and a
number of smaller villages and communities in the surrounding area (plus visitors). That is,
the smaller villages and communities form the catchment area for the services and facilities
available at the larger villages. Another way to describe this would be to consider each of
the larger villages to have a hinterland of smaller villages and communities. In effect, these
larger villages form the centre or core of a ‘functional cluster’ of smaller settlements. In
some cases the clusters are geographically distinct, in other cases there is a degree of

17
overlap between the hinterland of core villages, particularly where they are relatively close
to each other or are served by the same major road.

Town and parish councils have provided evidence of this functional clustering of smaller
communities around towns and the larger villages that provide most of the day-to-day
needs of rural residents, e.g. primary school, doctors, and convenience grocery shop. The
majority of villages in the autumn of 2010 still had access to a rural bus service (although
service frequencies vary greatly), although it is acknowledged that some rural services
have been or are being withdrawn since then.

This ‘functional cluster’ approach moves away from the key settlement concept, in that the
role of a settlement is not defined by its size, or the number of services it hosts, but more by
the extent to which communities look to settlements on a daily basis. This significantly
reflects the geographical location of the settlements and which other towns or villages are
located nearby. The evidence shows that in the more remote rural locations some smaller
villages have a critical role to play in serving the communities of the rural hinterland
beyond. The same village, located closer to an urban area, would be likely to have a far
less important function for the surrounding rural communities.

The information provided by the mapping exercise (from the parish and town councils)
demonstrates this concept and the extent to which it informs the settlement pattern of the
district is described below. Although the Core Strategy and Policies document is for the
Babergh area, the functional clusters of settlements do not equate to administrative
boundaries. Information has therefore been sought from all of the Parish Councils of the
settlements adjoining the Babergh District Boundary, and where it has been provided this
has informed the cluster groups where relevant. The settlement clusters identified are
described below and are shown on Map 4. This also illustrates the extent of the
connections between rural settlements and their function within the wider community
beyond.

2.1.2 Functional Clusters (or ‘Catchments’) centred on Urban Areas

Communities close to Sudbury / Great Cornard and Hadleigh, or Manningtree, Colchester,
Bury St Edmunds or Stowmarket, will use these towns to provide everyday services and
facilities, even if they have one or two services of their own. Communities close to Ipswich
may depend on the town for primary schools and doctors, and may also use town
supermarkets for convenience grocery shopping, and therefore may not appear in any of
the ‘functional clusters’. The clusters (or immediate catchment areas) associated with the
urban areas are illustrated on Map 4.

These main urban areas and market towns also serve much wider communities for many
other needs, including employment, leisure and retail (beyond everyday convenience
essentials). The role of the urban areas for the wider needs of communities is reflected in
the overall strategy for growth.

Whilst communities close to Ipswich will use services and facilities in the town and many
will be employed in businesses located within the Borough, the relationship between the
urban area, and the surrounding countryside and villages in Babergh Ipswich Fringe is
more complex. For example, this area contains the parish of Sproughton where part of the
parish forms part of the urban edge of Ipswich and is separated from the village of
Sproughton by farmland and the A14. The former sugar factory and the Farthing Road
industrial estate adjacent to Junction 54 of the A14 are also located in the parish of
Sproughton (and the Babergh Ipswich fringe), but separated from the village by the A14.
Pinewood parish is also located on the urban edge of Ipswich, but is a cohesive community
with its own excellent community facilities and services. The sixth form college, Suffolk
One, and an important retail and service area, adjacent to the A14/A1214/A12 Copdock
roundabout are also within the parish of Pinewood.

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This area already makes an important contribution to the local economy, with potential for a
substantial amount of additional employment opportunities at the former sugar factory site
to be created in modern purpose-built industrial and commercial buildings. Retail, service,
catering and industrial and commercial businesses in Babergh’s Ipswich Fringe provide
employment for residents of Babergh, Ipswich Borough, and adjoining authorities such as
Mid Suffolk and Suffolk Coastal.

2.1.3 Core Villages

Outside the urban areas of Sudbury/ Great Cornard, Hadleigh and the Ipswich Fringe the
mapping exercise has identified ten larger villages that are at the centre, or core, of
hinterlands of smaller villages and rural settlements that form ‘functional clusters’. These
larger villages have been identified as Core Villages. Evidence shows that many other
settlements regularly look to these Core Villages for various day to day essential needs. As
such they have been identified as having an important function within the rural area, and for
the communities beyond. The Core Villages are shown on the Key Diagram.

The settlements identified as Core Villages have been defined as such not because of size
or potential opportunities for growth, but because of the role they play providing a number
of essential services and facilities to a catchment area of smaller villages and rural
settlements. All of the Core Villages identified have 5 or more settlements looking to them
for many everyday convenience needs. All of those listed host some of the key everyday
services including a primary school, Doctors Surgery, Convenience shop/ Post office and
have access to public transport.

As with the towns, the relationship between the Core Villages and the settlements beyond
them reflects the connections that people actually living there tend to make. It is clearly
evident that this is strongly influenced by the geographical location of the settlements, and
in particular the proximity to other larger centres, main transport routes, and access to
public transport. This inevitably means that many of the smaller rural communities will be in
more than one cluster. (The evidence which emerged from the parish and town council
mapping exercise informed the functional clusters based on Core Villages illustrated on the
map in Appendix 4. Note: this exercise was designed to help determine access to day-to-
day services, convenience shopping and community facilities, from the rural settlements
and excluded higher level services and facilities such as secondary education, comparison
shopping, social and leisure activities.)

2.1.4 Hinterland Villages

A total of 43 Hinterland Villages have been identified, and all fall within one or more of the
functional clusters described. Many of these villages tend to be small, with very limited
facilities, so are dependent on nearby larger Core Villages or urban areas for many of their
everyday needs. Sproughton is an example of this and the village of Sproughton is
identified as a Hinterland Village in Policy CS2. However, there is a distinct difference
between the parish and the village of Sproughton. The built up areas on the urban edge of
Ipswich that are in the parish of Sproughton are not considered to be within or part of a
hinterland village, and will be considered as part of the urban area of Ipswich.

A few of these villages are larger settlements and were previously identified as Sustainable
Villages and then as Key Service Centres (Growth Options and Scenarios consultation), for
example, Shotley, Acton and Great Waldingfield. In the case of the latter two, it is their
proximity to larger service centres, namely Sudbury / Great Cornard and Long Melford,
which influences the role they play in serving the wider rural communities. In the case of
Shotley, this reflects its location at the end of a peninsula such that it has a very restricted
hinterland area. These larger settlements, together with the smaller Hinterland Villages, do
have a role as villages (and as service centres) in their own right, as well as providing some
support for the rural areas beyond, but to a lesser extent than the Core Villages. This

19
illustrates the approach towards the rural areas, being reflected by the function of
settlements, rather than size or number of services, which relates more to how people
actually live in these areas and more accurately reflects the sustainable nature of the

Core Villages. In other words, a larger village with relatively few services for the size of the
population (e.g. Brantham) will be less sustainable than a village with a smaller population
and a relatively good range of services (including Doctors surgery, more than one shop,
and pubs and other community assets) e.g. Bildeston. Making the larger villages Core
Villages based on size will not make them more sustainable. The designation as a Core
Village will not automatically confer a certain level of development – this will depend on the
size, character, location , proximity to towns and other Core Villages, and the role it plays
within its hinterland.

Brantham is identified as a Hinterland Village as this reflects its current function, key
service provision (convenience shop, primary school and access to public transport) and
relationship with other surrounding settlements. Policy CS10 allocates a major regeneration
site which, when delivered, may influence the role of Brantham, the key services available
and the extent to which it may increasingly function as a hub for surrounding settlements in
the future. Evidence of changes in the role of function of Brantham or other settlements will
be reflected in monitoring and review and if appropriate may be defined as a Core Village in
the future.

There are more remote settlements in the countryside beyond the Hinterland Villages, and
in some cases residents of these hamlets and rural settlements will look to the Hinterland
Villages for some of their needs, as well as to the Core Villages and urban areas. Again,
this tends to happen in clusters and the pattern is reflected in the functional clusters
identified on Map 4.

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Map 4: Functional Clusters in Babergh

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2.1.5 Countryside

As a rural district much of the area comprises countryside. Everywhere beyond the built up
areas of the urban / regeneration areas and Core and Hinterland Villages, defined by
settlement development boundaries, is treated as open countryside. This includes the
smaller rural villages, some small clusters of houses located remotely from village centres
and a few very small rural hamlets. Some, but by no means all of the small rural villages
are shown within the Functional Clusters on Map 4 as this map reflects the outcome of the
consultation exercises, survey and parish councils’ workshops held in 2010.

The countryside still hosts some traditional activities which, by their very nature need to be
located there. Although, there has been a need for diversification, agriculture, still makes
up a very large part of our countryside between the villages, certainly in terms of land use.

2.1.6 Special Areas /
Regeneration Brantham

It was proposed in the Growth Issues and Scenarios document (2010) that Brantham
should be identified as a Key Service Centre. However, feedback from the 2010 workshops
and mapping exercise has resulted in Brantham being excluded from the list of Core
Villages. There are two reasons for this: firstly, Brantham is very close to the services,
facilities, employment and transport opportunities in Manningtree; and the second reason
relates to the historical relationship between the village and the substantial nearby industrial
site (at Cattawade). Brantham is distinct and different from other villages in the district
because of its unique history of dependence on one employer, and then, more recently,
one employment site.

There is a major outstanding land allocation in the adopted Local Plan which relates to the
major industrial site at Cattawade (Brantham). This needs to be carried forward into this
new Plan, as its redevelopment has not commenced yet. More detailed proposals for the
regeneration and redevelopment of this large, brownfield employment area can be found in
the new Core Strategy Policy CS10, and the Council is in discussion with the landowners
with a view to developing a Master Plan. The redevelopment and regeneration of this site
remains an important planning objective that the Council is committed to working
proactively to achieve. Brantham is therefore identified separately as a regeneration
project. If a successful redevelopment scheme is achieved for the Brantham industrial area
it may lead to a re-assessment of the role that the village plays in the local area. In the
meantime, Brantham is identified as a Hinterland Village and proposals for development
outside the EM06 site area will be considered on their merits in the context of Policy CS10.

2.2 Growth – How Much, and Where Will it Go?

2.2.1 Background and Context for Growth in Babergh

Growth and further development within the district is a “given” requirement for the future.

Key issues to address are the scale of this growth and where it should be located. This
applies equally to housing and economic growth, both of which need to be balanced to
ensure growth is sustainable. It is also essential to ensure infrastructure is provided and
maintained at a level adequate for the level of growth.

Guidance is provided to steer our strategy for growth for the district through the National
Planning Policy Framework (March 2012), and prior to that through national guidance notes
and statements. Babergh works with its neighbours in the Haven Gateway area across the
county boundaries of Essex and Suffolk, and with neighbouring authorities in the Ipswich
Policy Area.

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The Government announcement regarding proposed abolition of the RSS, the East of
England Plan, provided the Council with an opportunity to consider growth needs from the

“bottom up”, and consider the existing pattern of development, past rates and amount of
growth, Local Plan allocations that have not yet been developed and outstanding planning
permissions, the capacity of settlements to accommodate growth, and local needs and
aspirations.

2.2.2 Level of Growth and Distribution

Responses to the Issues and Options report in 2009 indicated minimal support for a new
settlement and ‘equitable dispersion of growth’ in the district. Other issues raised included
the view that key service centres should be identified; support for some development within
and around sustainable villages; impacts of the spatial strategy on the surrounding area
and on the historic and natural environment should be considered; impacts on climate
change should steer development; and brownfield land should be used first.

Using this as a starting point, and considering responses to the Summer 2010 Growth
Issues & Scenarios consultation and the work with town and parish council representatives
at workshops and through questionnaires, we have considered the distribution of
development within the context of the Babergh settlement pattern described above.

If the amount of growth planned for Babergh was to be divided equally across all towns and
villages in the district over the plan period many small settlements would be overwhelmed
putting pressure on the infrastructure, services and facilities. This would lead to an increase
in commuting by car and other vehicle movements, and would stretch service provision
(schools, health etc) at a time when services are being cut back. Not only would this be
unsustainable, but it would also be contrary to the views and aspirations of the majority of
communities in the district. The preferred approach is to plan for growth to be distributed to
the towns with some town-edge / urban expansion in Sudbury, Hadleigh and the Ipswich
Fringe and to Core and Hinterland Villages at a scale appropriate to the locality.

Delivery of a realistic scale of district-wide housing and economic growth to meet the needs
of Babergh within the framework of the existing settlement pattern means that there is a
need for ‘urban (edge) extensions’ as well as locally appropriate levels of growth in the
villages. We know that there is insufficient land available within the existing town
boundaries and there is considerable pressure on the limited brownfield land that there is in
the district.

The positive advantages of having properly planned, comprehensive, mixed -use
developments in the towns/urban fringe is that there is access to jobs, services and
facilities, etc. The most important consideration when planning growth of the towns is the
provision or improvement of the necessary infrastructure to ensure that proposed
development does not impose a burden on the existing community.

2.2.3 From Broad Locations to Strategic Land Allocations

We have considered the constraints, advantages and disadvantages of some potential
areas around the towns / urban areas – these were the Broad Locations identified in the
Growth Issues and Scenarios document in 2010. From these nine areas four have emerged
and have been identified as three Strategic Allocations and one Broad Location. The Key
Diagram shows the general location of the Chilton Woods Strategic allocation and the
Broad Location at Sudbury / Chilton / Great Cornard (identified as Broad Locations 5 and 6
in the Growth Issues and Scenarios document), one at Hadleigh (Broad Location 1),

23
and one in the Babergh Ipswich Fringe (Broad Location 8). Maps A, B and C identify the
locations / areas of the three Strategic Allocations and accompany Policies CS4, CS6 and
CS7, the fourth is planned to come forward later in the plan period (identified now as a
Broad Location) and work on identifying the precise area for growth to the east of Sudbury
will involve landowners and the community as part of a programme of work on future Plan
document(s).

Consideration of the nine Broad Locations from the Growth Issues and Scenarios stage of
the process, the sustainability appraisal, other data and information that was gathered to
consider their qualities and constraints, and the selection process is available in the Spatial
Strategy Background Document.

The new Strategic Allocations and Broad Location for Growth, the edge of town / urban
extensions, have been selected as locations that can be aligned with the capacity of
existing infrastructure, or can be planned at a scale that is sufficiently viable to include new
or improved infrastructure, and planned to include employment land, green infrastructure,
and access to services including transport. Distribution of allocated growth and
development is therefore to be shared predominantly between the town centres / urban
edges, and the Core and Hinterland Villages.

The amount of housing growth and employment land to be accommodated in Core
and Hinterland Villages will depend on their individual capacity to accommodate
growth, the scale and character, role and function of the settlement and the views of
the local community. It is not appropriate to identify allocation sites or broad
locations for potential growth in the villages at this stage, and allocations will be
made, if appropriate, in the Site Allocations DPD.

2.3 Level of Economic Growth

Babergh has been working together with neighbouring Suffolk Haven Gateway / Ipswich
Policy Area authorities – to provide a realistic “bottom up” estimate of indicative jobs target
figures based on need / capacity and the local economic context. It is important to note that
the proposed jobs growth target figure includes an allowance for new jobs on land within
Babergh to be included within a jobs growth target for the Ipswich Policy Area.

Assessing a realistic jobs growth target has also been considered from other approaches.
One approach was based on the figure of 8,100 new jobs forecast in the former Regional
Strategy (RS) (abolished January 2013) where the percentage growth in new houses used
in the former RS, i.e. 20% was applied to the jobs target for the district to 2031.This gave a
figure of 9,720 new jobs.

In terms of assessing a jobs growth target for Babergh’s Local Plan the locally derived
indicative figure of approximately 9,700 is felt to be appropriate.

The jobs growth target is only one element of an economic strategy for the district. This is
set out in a separate document, but in summary, Babergh’s economic strategy is based
around the following main areas:

• The new employment areas planned as part of the mixed use allocations in the New
Strategic Allocations and Broad Location for Growth;

• Regular review of employment land and, where appropriate, policies to protect existing
employment sites;

• Working with partners to identify strategic employment areas (e.g. A14 / Suffolk Haven
Gateway);

• Recognition of, and support for, our local strengths, particularly in non-B Use Class

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employment such as tourism, retail and other service sector businesses; and

• A locally oriented, positive approach towards promoting the rural economy, jobs in rural
areas and accordingly the overall vitality of Babergh’s considerable rural areas.

This strategy will ensure sufficient land is allocated and policies are in place to:

• meet the need for economic growth and new jobs in the district;
• for existing local businesses to thrive and grow; and
• create a supportive environment for new businesses to invest in the area.

A detailed economic strategy document has been prepared to support this Core Strategy
and Policies document. As a supportive piece of work, this is best kept as a background
explanatory document, rather than including its content here and thereby adding to the
volume of this draft document.

2.4 Level of Housing Growth

Based on the principles and distribution set out above, and considering capacity factors,
historic growth rates and existing commitments, it is considered that ‘new’ growth of 2,500
dwellings would be appropriate in the district over the next twenty years. The Housing
Background Document and Housing Implementation Strategy provide more detail on the
background to the level of growth. In addition to these ‘new allocations’ we have a good
level of future housing supply or existing commitments in the district from planning
permissions, Local Plan Allocations and sites where the principle of development has been
established. These commitments are likely to provide for 2430 new dwellings in the district
as shown in the table below. Looking at past trends it is clear that windfall figures have
made up a significant proportion of the housing completions each year in the district (the
Housing Background Document and Housing Implementation Strategy will provide more on
this). Based on past trends a conservative allowance is therefore made for a windfall figure
of 1640 for the plan period, although the figure allowed for is much lower than the average
windfall figures over the last ten years. The ‘new’ growth figures, existing commitments and
windfall figures minus a 10% buffer for non-delivery would provide for an average annual
build rate of 300 per annum as shown in the table below.

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Plan period 2011 – 2031 Explanation of figures

2,500
Capacity for additional ‘new’ growth to allocate – bottom up

approach

Completions for 2011-12 and existing commitments (=

2,430 (Note 1) remaining Local Plan allocations and outstanding planning

permissions)

1640 Allowances for windfalls (annual rate of 82 over 20 years)

6570 Total ‘new’ capacity for growth and existing commitments

5,975 Housing to provide for in District between 2011-2031

595 10% buffer to allow for non-delivery

300
Future annual average growth rate = Total housing to provide

for divided by 20 years

Note 1: this figure represents total anticipated housing supply, not all of which is likely to be deliverable within
the first 5 (or 6) years and accordingly represents a figure in excess of the identified 5 (or 6) year housing land
supply

Over the past ten years, for the period of 2001 to 2011, relying on data collected in the
latest Annual Monitoring Report of 2010-11, a net total of 2,609 additional new dwellings
were completed in Babergh. This equates to an average annual build rate of approximately
260 new dwellings per annum. It has to be mentioned that build rates have dropped
significantly over the past two years and the average annual build rate between 2001 and
2008 in the district was approximately 280 new dwellings per annum. It can be seen that
the future annual average growth rate would allow for some increase in housing in the
district but at the same time would not be disproportionate to existing average annual build
rates.

The proposed annual extra homes provision figure is considered to be the maximum
realistic and deliverable contribution to homes growth and new affordable homes that is
compatible with Babergh’s housing markets and capacity for growth. Growth levels beyond
this figure, up to the full, theoretical new homes requirement, are considered likely to
conflict with the sustainable development requirements set out in this Plan. In this way, the
proposed level is considered to represent the most appropriate balance that reflects
Babergh’s approach to sustainable development, meeting the 3 elements of social,
environmental and economic sustainability objectives.

2.5 Relationship of Jobs Growth to Housing Growth

The basis for arriving at Babergh’s respective figures has been set out in summary form in
preceding text. Both employ and balance a range of evidence and considerations. Some of
that evidence came from that used to inform the emerging RSS review (to 2031) and some
from more local sources (such as the recent Suffolk Haven Gateway Employment Land
Review (ELR) study). These sources were not mutually exclusive. We have also listened to
the views of consultees during the recent Growth review (and Scenarios) exercise and this
forms part of the overall evidence base.

For Babergh district it would be difficult in practice to achieve a precise or very close
geographical relationship between provision of new jobs and homes ‘across the board’, as
may be easier within urban districts / areas. This is partly because of the need to sustain
and revitalise the rural areas, as well as the urban areas, in a large mainly rural district (with

26
a dispersed settlement and population pattern) of some 230 square miles. Babergh has a
vibrant rural economy, with a surprising range of economic activity, and we believe it of
great importance to sustain and promote this. It is one of the locally distinctive
characteristics and strengths of the district.

Given Babergh’s inevitable strong connections with surrounding areas (bordering 6 other
large district areas), achieving an objective of ‘self-containment’ for live-work patterns is
considered unrealistic, whether desirable or not. At the same time, in terms of sustainable
travel patterns and quality of life, our 43% out-commuting (and a similar level of in-
commuting) is disadvantageous. However, the proposed high jobs growth target is planned
partly to help promote the best opportunities for Babergh residents to have choices to live
and work locally (although typical travel to work distances must be expected to be generally
higher than those for urban based residents). The emphasis on protecting and providing
new rural facilities and services also supports our aims to allow for these choices. It must
also be recognised that such opportunities can only be encouraged and many will choose
not to do so for a wide range of possible reasons.

In terms of new planned strategic growth, both the already planned and proposed additional
mixed and balanced communities for the urban edge extensions (for each urban area) have
been conceived to provide for as close a geographical relationship between housing and
jobs as possible. These will deliver just under 60% of the planned additional housing,
although we cannot be as precise at this point about job provision for these locations until
further planning and design work is progressed. Accordingly, it is considered that an
appropriate balance has been struck between our aim to promote the rural economy and
new strategic urban growth areas.

Further explanation of this relationship and the considerations involved will be provided in
the Spatial Strategy Background Document.

2.6 Cross Boundary Connections and Joint Working (Duty to Co-operate)

The Babergh context and geography has been described but further detail is necessary to
describe cross boundary matters and accordingly joint working commitments /
arrangements. The requirement to do this is the new ‘Duty to Co-operate’ within the

Localism Act 2011. In the absence of formal strategic planning arrangements, the need for
co-ordinated, strategic planning is still recognised to be of great importance. Babergh is
closely linked with 3 large Essex districts, 2 large Suffolk districts and Ipswich. This means
that a number of different geographical ‘alliances’ and arrangements have been put in place
over a period of time and these are described below.

2.6.1 Babergh – Mid Suffolk

Although the results of a major public exercise and referendum in Spring in 2011 did not
support the full and formal merger to form a single district council, the 2 Councils are
integrating to form a single staff structure in 2012, (see website of either council).

During 2010 and 2011 informal but close working arrangements developed around
integration of teams, work programmes and planning activity overall. Whilst it is considered
too early to integrate towards a single Local Plan at present, collaborative working has
proved beneficial in respect of both this Core Strategy and Policies document (BDC’s top
planning priority) and the Stowmarket Area Action Plan (MSDC’s top planning priority).

Further, the 2 Planning Policy teams commenced initial work on a joint Development
Management Policies document in April 2011.

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Co-ordination of planning activity for the Ipswich Policy Area (IPA) (particularly localities
around west / north-west Ipswich) has been in place for a number of years and led mainly
by the IPA members and officers groups, plus work on the Haven Gateway Integrated
Development Programme.

2.6.2 The four Ipswich Policy Area (IPA) Local Authorities (including Suffolk County
Council) / Suffolk Haven Gateway

The IPA as an explicit entity was identified and formalised long ago in various versions of
the Suffolk Structure Plan (including the most recent Plan adopted in 2001). This included a
planned and co-ordinated approach to housing provision in recognition that the borough
boundary is tightly defined and that housing provision in the IPA, outside the borough itself,
effectively serves and relates closely to the borough. The Babergh Local Plan, alteration
No.2 2006 was prepared in the context of the Suffolk Structure Plan and implemented its
strategy (including the strategic approach to housing in the IPA), planning policies and
proposals at a local level. The IPA approach was also identified and continued in the
adopted RSS of 2008, again requiring co-ordinated housing provision and in addition, co-
ordinated new jobs provision. The above-mentioned groupings from each constituent local
authority and Haven Gateway Partnership led groupings have been used for co-ordination
of growth targets and delivery.

The Council recognises the importance of the Ipswich Fringe in respect of its value for
employment development and commercial activity. The location has a number of important
inherent advantages offering opportunities to both local authority areas. These cross-
boundary considerations have helped shape the approach being proposed. It is recognised
that:

• Jobs in the area will be available and of benefit to residents of both districts;
• Such jobs will play an important part in promoting the economy of Ipswich itself and the
wider area, also in ensuring the sustainability of Ipswich’s future development plans;
• That new housing provided here will function similarly, also helping to meet needs or
demands arising in the borough itself.

Experience shows that it has not proved necessary for these local authorities to submit
formal representations or objections to each others’ Local Plans (with rare exceptions).

Officer meetings on cross-boundary matters have been ongoing as required. In preparation
for Ipswich’s Core Strategy examination Babergh provided ongoing support for Ipswich’s
position as required. This included a Chief Executives’ statement confirming and describing
joint working practice and expressing mutual commitment to it (May 2011). LDF/Local Plan
evidence work in respect of key policy areas (including SHLAA, SHMA, affordable housing
viability, employment land review) has been carried out jointly for the whole districts of the
IPA reflecting its close ties.

2.6.3 Suffolk Local Authorities

Long established groupings of senior officers have worked together closely for a
considerable length of time (including Planning Policy, Development Management, Heads
of Planning, Chief Executives, etc.). These groups were convened specifically for this
purpose, for co-ordination of activity and to share best practice. A successful example is the
Suffolk Sustainability Appraisal Group, initiated to produce county-wide annual monitoring
indicator reports serving as joint evidence base material (‘Suffolk’s Environment’). A
Suffolk-wide SA / SEA methodology has been developed together and used by each local
planning authority for many years to support the Plans of each authority. Staff sharing and
integration of local authorities is underway in various forms across Suffolk. A co-ordinating
role has generally been performed by Suffolk County Council, previously in formal terms
under the Structure Plan. This continues less formally under current planning system
arrangements but a strategic planning role covering various different geographies remains
in place nevertheless.

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2.6.4 Haven Gateway Sub-region (four IPA authorities; Tendring, Colchester and Braintree
Districts in Essex; Suffolk and Essex County Councils) and New Anglia Local
Enterprise Partnership (LEP)

The HGP has led and co-ordinated a great range of planning and related work for the sub-
region throughout the last decade since inception in 2001. With seven 2nd tier and two top
tier authorities as formal members, it works to promote a large area straddling south-east
Suffolk and north-east Essex. The success of the partnership itself, its geography and its
approach is illustrated by the recent formal joining by Braintree District Council. This almost
completes the connection of HGP affiliated local authorities among Babergh’s adjacent
local authority neighbours. The only exception now is St Edmundsbury, which is more
remote from the ports and with ties looking westwards towards Forest Heath and the
greater Cambridge sub-region.

The grouping has worked together effectively through its various formal group structures
and HGP Board, joined around common goals of delivering growth and co-ordinating
development and infrastructure. The HGP has also led efforts to ensure that the sub-
region’s advantages are maximised and external funding opportunities made best use of to
the benefit of the whole area (and its constituent local authorities).

A good indicator of success was the achievement of New Growth Point status for the sub-
region, levering in central government funds that have now mostly been invested. The
overall sub-region has demonstrated a track record of delivering housing growth at or
above RSS required levels. The same does not apply to jobs growth, which is recognised
as problematic and in need of redress. However, overall, these considerations are deemed
to provide justification and support for Babergh’s jobs-led approach (and economic growth
ambitions) and our jobs-housing growth balance.

At present it appears too early to assess the impact of the New Anglia Local Enterprise
Partnership (LEP) here in respect of a role in strategic planning, although Babergh has
remained supportive of this LEP and is willing to work together collaboratively on strategic
planning matters. , .

2.7 Strategy for Growth

The network of villages clustered around the towns and larger villages is a settlement
pattern based on the functional everyday needs of Babergh’s residents that has evolved
naturally through time, and in particular reflects the changes that have occurred in the last
half of the twentieth century. It provides a local identity and therefore seems logical to use
this pattern as the basis for the development strategy for the future.

Evidence that has emerged from the consultation exercise points towards a preference for
continued, incremental growth, at a scale appropriate to the size and character of the
existing settlement. The relationship to the main urban areas within and beyond the district
is important to the development strategy, which is underpinned by broad sustainable
development principles. This focuses development for jobs, housing, shops and other
infrastructure in the main urban areas.

In a large, rural district with a dispersed settlement pattern like Babergh, many villages are
remote from urban areas; therefore an approach to development tailored to Babergh’s own
local characteristics seems appropriate. This approach also allows for continued smaller

29
scale growth of “hinterland” villages which, although they may provide less of a function for
the surrounding area than the larger Core Villages, none-the-less would welcome and
benefit from some growth of jobs and houses, especially providing homes which are
suitable for local demand.

The overall development strategy for Babergh is to provide for a sustainable level of growth
of jobs and homes to ensure that a better quality of life for everyone, now and in the future
is achieved. Development of new jobs, homes, supporting infrastructure and other key
services all need to ensure that the historic and natural environment is protected, together
with locally distinctive characteristics of the towns and villages.

The overall settlement hierarchy is set out in Policy CS2. The BUABs as previously defined
(in the 2006 Babergh Local Plan) for the towns / urban areas, Core and Hinterland Villages
remain in effect (unaltered) and Settlement Boundaries will be reviewed if necessary,
defined and incorporated into the Site Specifics / Allocations DPD where appropriate.

The Settlement and Distribution Policies below set out the overall strategy for future growth
in Babergh until 2031 based on the functional settlement pattern and growth strategies
described above and illustrated on Map 4.

Policy CS2: Settlement Pattern Policy

The development strategy for Babergh is planned to a time horizon of 2031.
Most new development (including employment, housing, and retail, etc.) in
Babergh will be directed sequentially to the towns / urban areas, and to the
Core Villages and Hinterland Villages identified below. In all cases the scale and
location of development will depend upon the local housing need, the role of
settlements as employment providers and retail/service centres, the capacity of
existing physical and social infrastructure to meet forecast demands and the
provision of new / enhanced infrastructure, as well as having r egard to
environmental, constraints, and the views of local communities as expressed in
parish / community / neighbourhood plans.

Towns / Urban areas:

• Sudbury and Great Cornard

• Hadleigh

• Babergh Ipswich Fringe (edge of urban area)

Core Villages serving Functional Clusters

Core Villages will act as a focus for development within their functional cluster
and, where appropriate, site allocations to meet housing and employment
needs will be made in the Site Allocations document.

The Core Villages identified on the Key Diagram are:

• Bildeston
•
• Glemsford

•

• Boxford • • Holbrook

• Bures St Mary • • Lavenham

• Capel St Mary • • Long Melford

• East Bergholt • • Nayland

Hinterland Villages

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Hinterland Villages will accommodate some development to help meet the
needs within them. All proposals will be assessed against Policy CS11. Site
allocations to meet housing and employment needs may be made in the Site
Allocations document where circumstances suggest this approach may be
necessary.

Hinterland Villages are listed overleaf:

• Acton

• Lawshall

• Aldham • Layham

• Assington • Leavenheath

• Belstead • Little Waldingfield

Bentley • Monks Eleigh

• Brantham • Nedging and Naughton

• Brent Eleigh • Newton

• Brettenham • Polstead

• Burstall • Preston St Mary

• Chelmondiston • Raydon

• Chelsworth • Shimpling Street

• Cockfield • Shotley

• Copdock and Washbrook • Sproughton

• Edwardstone • Stanstead

• Elmsett • Stoke by Nayland

• Great Waldingfield • Stratford St Mary

• Harkstead • Stutton

• Hartest • Tattingstone

• Hintlesham • Wattisham

• Hitcham • Whatfield

• Holton St Mary • Woolverstone

• Kersey

Countryside

In the countryside, outside the towns / urban areas, Core and Hinterland
Villages defined above, development will only be permitted in exceptional
circumstances subject to a proven justifiable need.

Policy CS3: Strategy for Growth and Development

Employment and housing growth will be accommodated within Babergh’s
existing settlement pattern and in new mixed and balanced communities on the
edges of the towns and the Babergh Ipswich Fringe. Particularly in the case of
the latter (but also in other cases), a co-ordinated approach towards planning
and development in nearby local authority areas will be adopted. In order to
ensure this, close collaborative working will be maintained with all partners,
including local authorities, the Haven Gateway Partnership and others.

The Local Economy

In order to support and encourage economic growth and employment
opportunities and to ensure that a continuous range and diversity of sites and
premises are available across the district through the plan period existing
employment sites will be regularly reviewed, and where appropriate protected,
and new sites allocated in DPDs. These will comprise:

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• sub-regionally and locally strategic sites at Sproughton, Brantham,
Wherstead Park (all allocated in this document) and the IP8 site,
Sprites Lane, Ipswich (in subsequent document(s)), to accommodate
the need for strategic and well-located sites for port-related and other
businesses, and new business land and premises in Ipswich;

• allocations within mixed-use planned developments at Chilton (Woods)
and land off Lady Lane, Hadleigh;

• employment land as part of mixed use development planned for the
Strategic Allocations / Broad Location for Development; and,

• where appropriate, and subject to regular review, allocations will be
made to protect existing and provide for new employment areas in
towns, villages and the rural area.

Sufficient land will be allocated, and existing sites and premises protected from
other types of development to accommodate a range of employment
development to provide for approximately 9,700 new jobs in Babergh by 2031.
This includes strategic sites and sites within the Ipswich Fringe which will be
allocated and protected to provide for jobs growth for Ipswich.

Proposals for employment uses that will contribute to the local economy and
increase the sustainability of Core Villages, Hinterland Villages and the rural
economy will be promoted and supported where appropriate in scale, character
and nature to their locality.

Proposals for uses in new and emerging employment sectors, particularly
those that:

• re-use existing land or premises,

• contribute to farm diversification,

• enhance tourism and the attractiveness of the district as a destination
for visitors; and/or

• design or produce low carbon goods or services, will be encouraged
subject to scale and impact on their location, and the provisions of
other policies in this Core Strategy and Policies document, particularly
Policy CS15. A flexible approach will be taken to home working and
other innovative approaches to sustainable economic activity that
make a positive contribution to the local economy and are in scale and
character with, and appropriate to, their location.

Town centres and Core Villages are the main focus for retail, leisure and
community uses in the district. A healthy mix of uses and range of shops and
services will be promoted in the two principal town centres of Sudbury and
Hadleigh to ensure that these centres are active, vibrant and well used.
Allocations will be made in the Site Specific DPD, as appropriate, for new retail
floorspace in Sudbury and Hadleigh.

Number and Distribution of New Homes

Babergh District Council will make provision for 5975 new dwellings between
2011 and 2031 in the District. These dwellings are planned as follows: 1100
between 2011 -2016; and 4875 between 2017-2031. The housing target will be
achieved by:

• Existing commitments as identified in the trajectory;
• Allowing for a windfall figure of 1640 dwellings;

• Making provision for 2,500 new dwellings to be built in the following
locations:

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Proposed new land allocation numbers in this Core Strategy:

Implementation and delivery:
The Council will introduce management actions to address housing delivery
should there be a 20% deviation in housing delivery as opposed to targets for
2011-2016; and 2017 – 2021; and a 10% deviation for 2022 -2026. These
management actions could include constructively and proactively working with
developers to bring forward committed or allocated sites; reviewing phasing of
allocated sites; reviewing housing targets and associated policies; and
allocating additional sites to meet targets if required.

Note 1: This figure includes the additional 350 dwellings allocated at Chilton (in addition to the 700
dwellings originally allocated in the 2006 Local Plan and carried forward in the Core Strategy) (see Policy
CS4) + 500 dwellings at the Strategic Broad Location for Growth – East of Sudbury / Great Cornard (see
Policy CS5).

Note 2: This figure is the dwellings allocated at the strategic allocation at Hadleigh (see Policy CS6).

Note 3: This figure is the dwellings allocated at the strategic allocation at the Ipswich Fringe (see Policy
CS7).
Note 4: This figure is the allowance made for rural growth (see Policy CS2).

2.7.1. The table explained

The housing figures set out above for the three urban areas (Sudbury and Great
Cornard, Hadleigh, and Ipswich Fringe) are to be identified and delivered through
the single, strategic, urban edge, extensions planned for each location. Accordingly,
no further site specific housing land allocations would need to be identified for these
urban areas in the Plan period to meet our chosen housing delivery figure. This will
provide the significant benefits of clarity and certainty of approach for these urban
areas and allow for making early plans towards their delivery.

Although ‘windfall’ housing developments will inevitably continue to arise in the
Core and Hinterland Villages, sites will be identified and allocated in the Core and
Hinterland Villages in the subsequent Site Allocations document to encourage and
manage delivery of the 1,050 dwellings included in the table.

Whilst some delivery of homes is likely for the Brantham redevelopment site
during the Plan period, this has not been factored into the above figures as the
scale and timing of this cannot yet be identified accurately. The site will
therefore be treated as a housing ‘windfall’ and accordingly provides extra
certainty that the district’s overall planned new homes provision will be met,
as well as extra flexibility through the plan, monitor, manage approach.

Location

No of Dwellings

Sudbury and Great Cornard

850 (Note 1)

Hadleigh 250 (Note 2)

Ipswich Fringe 350 (Note 3)

Core & Hinterland Villages 1,050 (Note 4)

Total 2,500

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2.8 Managing Future Growth

Whilst Core and Hinterland Villages will accommodate growth in accordance with local
capacity, needs and aspirations Sudbury/ Great Cornard, Hadleigh and the Babergh
Ipswich Fringe will be the main focus for sustainable growth over the plan period.
Development Plan Documents (DPDs) such as the Site Allocations DPD will provide more
detailed policies including site areas and boundaries, but these documents will follow this
Core Strategy and Policies document and will need to have regard to the overarching core
policies within it. A strategy and area policy for each of these areas provides a framework
for the integration of growth with existing infrastructure capacity and future needs, and with
local character, environmental constraints and opportunities.

2.8.1 Sudbury / Great Cornard

Sudbury is an historic market town with an attractive and vibrant town centre. The town has
an important role in serving the shopping, leisure, social and cultural needs of the western
part of the district, and in attracting tourists. The town, together with Great Cornard, has
experienced substantial growth in the twentieth century with new employment areas, retail
in the town centre and out-of-town (centre) locations, and housing to the north and in Great
Cornard. The traditional silk weaving industry is still represented, but new industries and
office uses are well represented in the town and employment areas.

This growth has resulted in problems with traffic flow and congestion around the town
centre and air quality problems in Cross Street. Key transport issues for Sudbury/Great
Cornard include ensuring new development has good links to the town centre for
pedestrians and cyclists, improving town centre facilities for bus passengers, a western
bypass (Local Plan Policy TP10, and Suffolk Local Transport Plan 2011 – 2031 (LTP3)
refer), traffic management and air quality improvements.

The Babergh Local Plan Alteration No.2 (2006) allocated 19 hectares of land for residential
development and 20.2 hectares for general employment and low impact employment uses
at Chilton, known as the Chilton Mixed Use Development (Policy CP01). Limited progress
has been made in bringing this land forward. In order to encourage implementation this
outstanding allocation is reconfirmed and included n this document and programmed to
deliver housing and employment land from the start of the plan period. However, additional
new homes will be needed in Sudbury/Great Cornard and a further area of land is therefore
allocated in this Core Strategy document at the Chilton Mixed Use Development to enable
a further 350 dwellings to be accommodated and to provide sufficient land availability and
flexibility to ensure the best possible form of development. The new, expanded boundaries
of the area for growth at Chilton Woods (the name given to this area by a prospective
developer) are shown on Map A.

In addition to the Chilton Woods area shown on Map A, and to ensure land is available to
deliver new employment sites and 500 new homes for Sudbury/Great Cornard at the right
time over the Plan period a new direction of growth has been identified to the east of the
town. This has only been identified generically and is therefore only shown in indicative
locational form at present. Implementation will be closely monitored, and the situation
reviewed to enable the phased release of this additional land to be adjusted if necessary.

Boundaries and detailed policies / guidance on the identified Broad Location for future
growth to the east of the town will be developed and refined through consultation and
engagement with the local community, stakeholders, and landowners in future DPDs. In all
cases it is important that all new development in Sudbury / Great Cornard, including
development outside Chilton Woods and the Broad Location for development respects its
context in terms of character, integration, accessibility and the capacity of infrastructure to
accommodate planned levels of growth.

34
The Localism Act 2011 provides the opportunity for Neighbourhood Plans to be developed
by local communities to help shape the development and growth of their areas. Whilst
some development parameters are well advanced (such as the Chilton Mixed Use
Development Local Plan 2006 allocation) the twenty year plan period will see considerable
growth and change in Sudbury/Great Cornard. The growth of the town through the plan
period should reflect local expectations and aspirations, and future DPDs (such as Site
Allocations or Area Action Plan) or a Neighbourhood Plan may provide the appropriate
vehicle for such a framework for growth.

Policy CS4: Chilton Woods Strategic Land Allocation and Strategy for Sudbury /
Great Cornard

A. Chilton Woods Strategic Land Allocation

A comprehensive, mixed land-use development is allocated on 131 hectares of
land in the Chilton and Woodhall area north of Sudbury as shown on Map A. A
masterplan will be required to guide development, together with development
feasibility / viability evidence and a proposed phasing programme (to include as a
minimum the items listed i to vii below). This allocation is expected to provide an
integrated, high-quality and sustainable development that fulfils the requirements
of other policies in this Local Plan, particularly Policies CS1 and CS15, and
reflects the aspirations of Suffolk’s Greenest County initiative. The planning
application(s) must be accompanied by an Environmental Impact Assessment.

A piecemeal approach to development within the allocated area will not be
acceptable unless such development conforms to an approved / adopted master
and phasing plan and does not prejudice the delivery of necessary infrastructure.

The development will provide and include and the masterplan will show:

a. Approximately 15 hectares of new employment land on the western part of
the development (north of Woodhall Business Park) for employment related
uses. Access to this development will be via a new distributor road linked to
the A134 west of the existing Tesco superstore. An Initial phase of
employment development may ma ke use of an additional means of access
via Woodhall Business Park as part of a comprehensive and agreed access
strategy and phasing plan;

b. Approximately 5 hectares of land to the north of Waldingfield Road are
allocated for employment related use(s) (towards the scheme’s eastern end)
subject to the new development having a low impact only in terms of traffic
generation and on nearby residential amenity. Some of this allocated
development has already been implemented and is in situ. Access to this
development will be via Waldingfield Road;

c. Provision for a waste facility, to include household waste and
recycling centre;

d. Provision for approximately 1,050 new homes (on an allocated area of
approximately 33 ha.). This residential element is required to have direct
access to the A134. Access will be provided from a new distributor road
designed to link the A134 with Aubrey Drive;

e. Designed provision for effective functional separation between residential

35
areas and employment land, particularly for those land uses / activities with
greater impact on residential amenity (often non B1 type employment
activities);

f. Provision of community woodland and structural landscaping (approximately
30 hectares) located throughout the site and along the boundaries of the site.
This must be designed to take account of existing features such as trees,
hedgerows and watercourses, and to coordin ate with the spatial
requirements, design and context for the items referred to in point g and h
below. The scheme must provide for long-term, comprehensive financial and
management / maintenance plans and arrangements for such community
woodland, and for the local community and Chilton Parish Council, Sudbury
Town Council, Long Melford and Acton Parish Councils to be involved in its
design, establishment and management;

g. Surface water attenuation will be required to minimise the risk of flooding
(the preferred means being SUDS);

h. Provision of landscaping, green infrastructure (which may incorporate ‘blue’
infrastructure such as balancing poinds/wetland created as part of the SUDS)
and open space / leisure & recreational facilities (approximately 8ha); and
also an area of allotments of between 0.5ha and 1ha, which is to be agreed
with local parish councils. This provision is to be in addition to the
community woodland and structural landscaping referred to above. Green
infrastructure to be planned to coordinate with the wider network for Sudbury
and Great Cornard area;

i. A transport assessment based upon the development proposals will be
required and a travel plan will be necessary;

j. Provision of a well located and accessible community ‘hub’/ village /
neighbourhood centre and land of an appropriate size to accommodate
community infrastructure uses such as:

• community facilities, services and uses such as a community
hall/building with flexible space for community meetings, and/or
sports and social club with changing rooms, and associated sports
pitches (such as cricket and football), and/or multi-surface sports
areas, and parking;

• local retail provision, and a pub and/or café, and leisure uses,
business space and a residential element including opportunities for
live/work units; and
• a civic square/area for market stalls/community meeting area.

k. Provision for approximately 3 ha. of land for education (primary school /
nursery provision) and associated uses;

l. An evidence-based package of sustainable transport measures to include the
creation of new routes and/or the enhancement of existing links for
pedestrians and cyclists to the town centre, rail station, employment areas,
schools, bus stops, etc;

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m. Any requirement for off-site transport / highway improvements will be
determined by transport assessment evidence;

n. Any requirement for mitigation of healthcare impacts will be determined by
evidence that proposals can be supported by existing infrastructure and/or a
reasonable prospect of provision of funding to meet the needs arising from
the development.

The land uses specified above have been established through masterplanning
and Place-Shaping work. The approximate land areas are indicated as a guide for
the preparation of a masterplan as part of the planning application process. The
land uses identified above comprise 94.5ha of the total 131ha of site area, and
individual elements of the development will be considered in the context of the
comprehensive development of the site, and on evidence available at the time.

The masterplan and supporting studies and feasibility/viability evidence should
demonstrate and include:

i. how the overall development, including its access points, positively
responds to, and where possible enhances, designated heritage assets
and their settings;

ii. how the development will be designed to suit the landform / topography and
landscape characteristics of the site and its local context, and protect the
amenity of existing and future residents;

iii. design principles for each development parcel (residential, business /
employment land, community / neighbourhood centre / hub) including
addressing the sustainable development policies in this and subsequent
local plan documents (if relevant), and how they will be implemented;

iv. outcomes from community engagement and mechanisms to establish
delivery and ongoing management of community resources;

v. phasing of the development including provision of buildings, social and
physical infrastructure and services;

vi. a biodiversity plan including any measures for protection, mitigation,
compensation and/or new habitat creation; and

vii. the density and mix of housing types (including affordable housing
provision) in line with Policies CS18 and CS19.

Implementation and Delivery

The Council is committed to working co-operatively with partners and Chilton
Parish Council, Sudbury Town Council, Long Melford and Acton Parish Councils
and the local community to bring forward and deliver the Chilton Woods scheme
in a timely way. This will include joint action to overcome a potential key
development issues, such as the electrical power supply in the Sudbury area and
its likely impact on development viability. It will also work jointly to ensure timely
delivery of satisfactory access arrangements, sustainable transport provision, the
community woodland, necessary community facilities and structural landscaping
/ woodland screening at the appropriate point in the overall development process.

Development at Chilton Woods is programmed for commencement in the earliest
part of the Plan period. Progress on its planning and development will be closely
monitored and the following phasing and timing reviewed to ensure delivery of an
appropriate amount of new housing and employment land through the plan
period:

37
i. 2012 onwards – implementation of the Chilton Woods Mixed Use
Development as shown on Map A in accordance with this Policy;

ii. 2016 – review of progress with delivery of Chilton Woods and target date set
for release of land for employment and housing in the Broad Location of
Growth identified on the Key Diagram;
iii. mid – late part of plan period (or earlier if required following the 2016 review)

– Masterplan submitted and approved and first phase of land released for
development for employment land and approximately 500 dwellings in
accordance with Policy CS5.

B. Other Development for Sudbury / Great Cornard

A Neighbourhood Plan and/or other DPD(s) will be prepared to provide a
comprehensive framework to ensure that any planned growth and development
for Sudbury / Great Cornard (other than that at Chilton Woods) is well integrated
with the town and delivered at the right time.

Development in Sudbury / Great Cornard should comply with other policies in
this Local Plan, particularly Policy CS15, and other subsequent documents, and
where appropriate, provide:

• high quality design, structural landscape planting, and layouts and scale
of development that respect adjacent landscape or townscape features,
ensure a separate identity and avoid creeping coalescence with adjacent
settlements;

• a green infrastructure framework connecting with and adding or extending
formal and informal green spaces, wildlife areas, and natural landscape
settings and features;

• good links and/or the enhancement of existing links for pedestrians and
cyclists to the town centre, rail station, employment areas, schools, bus
stops, etc.

C. Sudbury Town Centre

As the district’s principal town centre, the Council will encourage and support
the continued growth, expansion and diversification of Sudbury town centre to
serve its catchment area, particularly the provision of larger, more versatile retail
and service units and improvements to public transport, strategic and local
access.

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39
Policy CS5 Strategic Broad Location For Growth – East of Sudbury /
Great Cornard

Provision will be made for land to be developed for employment uses
and approximately 500 new homes within the broad location for
growth to the east of Sudbury / Great Cornard, as shown on the Key
Diagram. The site extent, definition of the boundary and detailed
guidance for this will be developed and refined through consultation
and engagement with the local community, stakeholders and
landowners in a future DPD. The amount of land to be released for
employment uses as part of this mixed use development will be
informed by the evidence and monitoring of the employment trajectory
and land availability at the time.

Development of land for employment uses and approximately 500 new
homes within the broad location for growth east of Sudbury / Great
Cornard will need to:

(a) Ensure that high quality design and the layout respect the
adjacent landscape, heritage assets, topography and townscape;

(b) Ensure the new development has a separate identity and avoids
coalescence with adjacent settlements;

(c) Ensure development incorporates a green infrastructure
framework connecting, adding or extending formal and informal
green spaces, wildlife areas and natural landscape settings and
features;

(d) Ensure good links and / or the enhancement of existing links for
pedestrians and cyclists to achieve strong connectivity to the
town centre, rail station, employment areas, schools, community
facilities and bus stops etc; and

(e) Ensure adequate provision of supporting infrastructure including
education provision, community facilities and transport.

Implementation and Delivery

The timing for the delivery of development within this broad location
for growth will be the mid-late part of the plan period, unless
monitoring of progress for policy CS4 requires development to the
east of Sudbury/ Great Cornard to come forward sooner. Progress for
the delivery of Policy CS4 will be closely Monitored and the following
phasing and timing reviewed to ensure the delivery of an appropriate
amount of employment land and new homes throughout the plan
period;

(i) 2016- review of progress on the delivery of policy CS4 (Chilton
Woods Mixed use development) target date set for the release of
land for employment and housing land within the broad location
for growth east of Sudbury / Great Cornard;

(ii) 2016-Mid part of the plan period, work with the local community,
stakeholders and landowners to clearly define the boundaries and
parameters for the mixed used (employment uses (amount to be

40
defined at this stage based on monitoring and review of the
employment evidence) and approximately 500 new homes) Broad
Location for growth east of Sudbury/ Great Cornard through the
preparation of a further DPD;

(iii) Mid-Late part of the plan period (earlier if required by the 2016
review date) a Masterplan to be submitted and approved for the
first phase of land released for development for employment uses
and approximately 500 homes.

2.8.2 Hadleigh

Hadleigh is the second largest town in Babergh, and although a small town it
has an important role as an employment and local service centre for the mid-
Babergh area. The historic character of the town, with the River Brett forming the
western boundary, provides an attractive setting for a wide variety of shops and
service facilities that includes a range of specialist shops that draw people from
outside the immediate area and contribute to the visitor and tourist offer. The
Council will continue to encourage and support the vitality and traditional
character of Hadleigh town centre and the provision of additional local services.

The A1071 bypasses the town and provides good access to the main employment area.
The shape of the town means that the residential areas on the northern, eastern and
southern edges are some distance from the town centre, and with through traffic using
the High Street, pedestrian and cycle access and safety is a key priority for future
development.

The natural and physical constraints and sensitive landscape setting of Hadleigh limit
the amount and direction of growth and further development to the east of the town will
rely on implementation of the A1071 / Lady Lane roundabout for access and will, in
effect, be an extension of the 2006 Local Plan mixed use allocation in Policies HS15
and EM03. Map B shows the extent of the area of land allocated to provide an
additional 5.5 hectares of employment land and 250 dwellings in Hadleigh during the
plan period together with sufficient land to ensure provision of green infrastructure,
SUDS drainage, structural landscaping, and a comprehensive approach to growth in
this area.

Policy CS6: Hadleigh

A. Hadleigh Strategic Site Allocation

Land is allocated to the immediate east of Hadleigh for mixed use
development as indicated on the Key Diagram and shown on Map B.
Development within this area should be guided by a masterplan and
development feasibility evidence and provide:

• Approximately 5.5 hectares of employment land;

• Approximately 250 dwellings;

• How the development will be designed to suit the landform / topography
and landscape characteristics of the site and its local context;

• high quality design, structural landscape planting, and layouts and scale
of development that respect adjacent landscape or townscape features,
and maintains the separate identity of Hadleigh;

41
• design principles for each development parcel (residential and
business/employment land) including addressing the sustainable
development policies in this and subsequent local plan documents, and
how they will be implemented;

• the range, density and mix of housing types and the level of affordable
housing provision in line with Policies CS18 and CS19;

• phasing of the development including social and physical infrastructure
and services, and where appropriate, including any development or
provision proposed beyond the plan period;

• a green infrastructure / open space framework connecting with and
adding or extending formal and informal green spaces, wildlife areas, and
natural landscape settings and features, and proposals for green and
blue infrastructure to assimilate new development into the landscape and
create new habitats. This must provide for a significant functional buffer
providing effective separation between residential and employment uses
(where such uses may have material adverse impacts on residential
amenity);

• a biodiversity plan including any measures for protection, mitigation,
compensation and/or new habitat creation;

• a drainage strategy, with provision for a sustainable urban drainage
system;

• good links and/or the enhancement of existing links for pedestrians and
cyclists to the town centre and other local shops and services,
employment areas, schools, etc.;

• enhanced or additional social / community facilities (such as provision
of allotments, or cemetery, or community open space within the green
infrastructure framework, and/or meeting room / social centre /
community hall) as evidenced through local community engagement in
the masterplanning process;

• vehicular access by means of the main north-south spine road served
from the A1071 roundabout; together with an access on to Frog Hall
Lane only for pedestrians, cyclists and emergency vehicles. Off-site
transport improvements may also be necessary;. In addition, a travel
plan will be required.

Implementation and Delivery

No critical obstacles have been identified for this development to proceed and its
implementation has been provided for in the early part of the Plan period. The
principal planning mechanism of a masterplan will facilitate this early delivery.

Development of this allocation together
Hadleigh will be closely monitored and
appropriate amount of new housing and
period:

with any other new development in
reviewed to ensure delivery of an
employment land through the plan

i. 2012 – 14 – preparation and consultation on a masterplan for the area
shown on Map B in accordance with this Policy;

ii. 2014 – 15 – review of progress with submission and consideration of a
planning application for the allocated site;

42

iii. 2018 – review progress with delivery and if necessary review alternatives
through a neighbourhood plan or other DPD.

B. Strategy for Hadleigh

Hadleigh will be promoted as a visitor attraction and a wide range of diverse
uses and facilities will be encouraged. Development for town centre uses and
refurbishments that enhance the retail quality, choice and vitality / viability of
Hadleigh town centre will be encouraged.

Note: The land uses identified above are indicated as a guide for the preparation of a
detailed masterplan as part of the planning application process, and individual elements of
the development will be considered in the context of the comprehensive development of the
site, and on evidence available at the time.

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44
2.8.3 Babergh Ipswich Fringe

The urban edge of Ipswich extends into and borders Babergh district, and the town
provides jobs, services, leisure and cultural facilities for many Babergh residents. The
creation of mixed and balanced sustainable communities means that a proportion of

Babergh’s growth should be accommodated in the Ipswich Fringe area to provide the
opportunity for homes and jobs close to existing jobs and services and good public
transport links.

Accommodating growth in Babergh’s Ipswich Fringe is difficult, particularly as the
geography of this area does not fit well within administrative boundaries. The village of
Sproughton is a distinct settlement west of the A14 and is included in the list of Hinterland
Villages. However, the built-up areas on the edge of Ipswich in the parish of Sproughton
cannot logically be considered as being in the countryside, and will therefore be considered
as part of the Ipswich urban area for the purposes of planning policy. Similarly Pinewood
has not been included as a Hinterland Village in Policy CS2 as although it is a distinct
neighbourhood/community it is also part of the Ipswich urban area, and will be considered
as such for planning policy purposes.

The A14 and A12 are important communication routes essential to the local economy, and
congestion at the Copdock junction should not be exacerbated by development in this area.
Attention is drawn to Policy CS21 and the table in Appendix 3, and to the need for early
consultation with the Highways Agency.

The Special Landscape Area includes the Chantry Vale area on Ipswich’s western
boundary and the River Gipping, which separates this area from the former Sugar Beet
factory to the north. The River Gipping is an important natural feature that will be protected
for its biodiversity and recreational value. A country park along the southern edge of
Ipswich provides an essential green space for local residents, and forms a potential link in a
wider green infrastructure network. This has also been identified as an area potentially
suitable for the location of wind turbines to produce renewable energy for homes and
businesses in the area.

The area allocated for mixed use development on Map C is well contained, already partly
developed, available / deliverable, and with the potential and the capacity to provide a new
community of 350 dwellings around existing dwellings within walking distance of shops,
other facilities / services, bus services and a pedestrian / cycle route; and a quality
business ‘gateway’ site comprising 6 hectares of employment land reflecting the Suffolk
One sixth-form college and planned office development on the opposite side of the road.

An allocation of 350 new homes and new businesses on 6 hectares of employment land will
result in a new community that will not be large enough to make the provision of many
services and facilities viable within the site. However, residents will be within walking
distance of the park and ride and other local bus service routes, and a primary school and
grocery shopping (at the Copdock retail area). The new community will be large enough,
particularly with new business premises, to require the provision of a nursery (early years
education) within the development area. The provision of this facility, and contributions
towards the on-going cost of primary school travel will need to be secured through planning
conditions and/or a S106 agreement.

The remaining area of open land between the A1071 and the western edge of the Ipswich
urban area (adjacent to Chantry Park) is of a larger scale and of greater scenic value. It has
more complex development issues, is of unproven availability / deliverability at this time,
and is not considered to be sequentially preferable overall for such reasons.

The long-term future of this area, which includes the Chantry Vale dry valley and the
mature trees within Chantry Park visible on crest of the eastern slope, needs to be

45
considered and planned with the local communities – those in the urban area, those in
the parish of Sproughton where the A14 has severed the community, and those who will
live and work in the allocated area – also with Ipswich Borough Council and other
principal stakeholders (including landowners / developers, service providers, etc.).

Whilst there is clearly the potential and the capacity for this undeveloped, largely
agricultural land to make a major contribution to the green infrastructure and other
needs of the area, especially in providing for recreation and open-space needs, this may
only be able to be delivered as part of a comprehensive plan for the whole area that
would be likely to include some development of the urban edge. However, the scale and
scope of this is larger than Babergh’s requirements for this current plan period and an
allocation in this area at this stage appears premature and may lead to an unacceptable
piecemeal approach that would be damaging to a comprehensive plan for its future.

Policy CS7: Strategic Site Allocation: Babergh Ipswich Fringe

Approximately 26 hectares of land within Babergh’s Ipswich Fringe are
allocated for mixed use development as shown on the Key Diagram and on
Map C to provide:

• Approximately 6 hectares of land to create a quality ‘gateway’
business/employment area in addition to the
1
existing employment uses
within the allocated area; and

• a new community of approximately 350 homes.

A masterplan will be required which should:

• be based upon and designed around a green infrastructure framework
providing high quality design, structural landscape planting, and
connections to or potential links with existing formal and informal green
spaces, wildlife areas, and natural landscape settings and features,
particularly the Gipping Valley footpath, Chantry Park and Belstead
Brook Park, and ensure a separate identity and avoid creeping
coalescence with adjacent settlements; and

• provide good links and / or the enhancement of existing links for
pedestrians and cyclists to local shops and services, schools,
employment areas, and public transport routes and services.

The masterplan and supporting studies and feasibility / viability evidence
should demonstrate and include:

• the basic road network, links to the existing highway network, and any
consequential off-site highway improvements required;

• a Travel Plan designed to optimise the use of buses, cycles and walking,
and specifically to address travel to school journeys including road
crossings, and the long-term implications of school transport funding
and provision. The scale/proportion of developer funding necessary and
a delivery/funding implementation timetable will need to be the subject
of a S106 agreement and should be illustrated in the masterplan to
ensure revenue funding is secured to enable the relevant infrastructure /
service to be in place from the first occupation of the site and for the
medium to long term;

46
• primary school and nursery (early years education) provision and timing
of delivery;

• how the development will be designed to suit the landform / topography
and landscape characteristics of the site and its local context, and
protect the amenity of existing and future residents;

• design principles for each development parcel (residential and
business/employment land) including addressing the sustainable
development policies in this and subsequent local plan documents, and
how they will be implemented;

• phasing of the development including provision of buildings, social and
physical infrastructure and services, and where appropriate, including
any development or provision proposed beyond the plan period;

• structural / major landscaping, open space and proposals for green and
blue infrastructure to assimilate new development into the landscape
and create new habitats; a biodiversity plan including any measures for
protection, mitigation, compensation and / or new habitat creation;

• the range, density and mix of housing types and the level of affordable
housing provision in line with Policies CS18 and CS19.

Implementation and Delivery

It is expected that development in the allocated area will start to be delivered
in the early – middle part of the plan period. No critical risk factors or
delivery obstacles likely to cause substantial delay have been identified.

Implementation in the allocated area will be closely monitored and reviewed
to ensure delivery of an appropriate amount of new housing and
employment land in Babergh’s Ipswich Fringe through the plan period:

i. 2012 – 14 – preparation and consultation on a masterplan for the area
shown on Map C in accordance with this Policy;

ii. 2014 – 15 – review of progress with submission and consideration of a
planning application for the allocated site;

iii. 2018 – review progress with delivery and if necessary review
alternatives through a neighbourhood plan or other DPD.

Note 1:
1
The masterplan should indicate and respect the existing employment uses within the
strategic site allocation, and proposals to intensify and/or expand these existing uses will be
encouraged and treated on their merits providing such proposals compliment new employment uses
emerging through the masterplanning and planning application processes.

Note 2: The land uses identified above are indicated as a guide for the preparation of a detailed
masterplan as part of the planning application process, and individual elements of the development
will be considered in the context of the comprehensive development of the site, and on evidence
available at the time.

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Sproughton – former sugar factory site

The former sugar factory site at Sproughton is similar to the large employment area at
Cattawade in as much as it is mostly un-used and vacant, of a large scale, and close to
river, countryside, and other developed areas. However the location, nature, and role of
these sites are very different. The Sproughton site is on the urban edge of Ipswich
immediately adjacent to Junction 54 of the A14 and is a sub-regionally important strategic
employment site. Babergh is part of the Haven Gateway and Ipswich Policy Area, and the
importance of this site has been identified and recognised through evidence research, and
by joint working with neighbouring authorities and the Haven Gateway Partnership.

This site has potential to accommodate opportunities for port-related activities / companies,
and for a wide range of industrial and commercial business premises to provide
employment to residents of Babergh, Ipswich, Mid Suffolk and Suffolk Coastal.

Policy CS8: Sproughton Strategic Employment Land Allocation

The former ‘British Sugar’ (sugar beet factory) site, Sproughton (Ipswich
fringe) is allocated for retention in employment related use(s) as shown on
Map D. Proposals for redevelopment or re-use of the previously developed site
(35.5 hectares) must be planned / approached on a comprehensive basis, with
regard to the future of the entire site. Co-ordination of development could be
achieved through a masterplan and / or development brief / concept statement.

Development should comply with other policies in this Core Strategy
particularly Policy CS15, and other subsequent documents. Applications will
be assessed with regard to:

• protection of the biodiversity of the locality and any opportunities for
enhancement;

• protection of the wider river environment in the locality and any
opportunities for enhancement, including improvement of the River
Gipping Riverside Path;

• retention of the natural area known as the island site (a separate 16
hectares approximately) and existing landscape tracts, together with
proposals for further measures;

• no material adverse impacts on residential amenity;

• production of a satisfactory green travel plan, with regard to provision
/ upgrading of sustainable transport access between the site, nearby
villages and Ipswich town centre as necessary;

• the provision of any necessary measures to address transport
impacts off-site, including speed management, remodelled
roundabout(s) providing access to the A14 and mitigation of
additional development-related traffic generated through Sproughton
village;

• production of a Flood Risk Assessment; and

• feasibility / viability evidence.

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Implementation and Delivery

The Council is committed to the successful redevelopment of this site and will
work collaboratively and proactively with the landowner(s) / developer(s) and
other interests towards this end. In principle, delivery of the site with the
assistance of higher value commercial uses will be acceptable. Part of the site
may be required for residual waste treatment use, as provided for by the extant
Waste Core Strategy (2011-2026).

As a very large site, the site area may be broken down into different types of
employment / commercial uses and redevelopment implemented in phases. In
this way, it is anticipated that a consortium of site users / occupiers may be
required to achieve redevelopment. The Council is also supportive of port-
related development for the site (Note 1). The Council will also pursue and
support in principle initiative(s) aimed at securing external funding for the
successful delivery of this site’s redevelopment (where justified) or
accelerating its timescale if appropriate.

The scale and complexity involved in redeveloping this site means that it is
difficult to anticipate when specific phases will align with this Plan period. The
Council will continue to work with neighbouring authorities in the Ipswich
Policy Area and Suffolk Haven Gateway to promote an d encourage
redevelopment of this strategic site in the A14 corridor. Progress will be
regularly monitored and the latest position reflected in regular employment
land reviews and trajectories. If there is no progress with enabling this site to
be made available for employment development (i.e. through ownership or
other issues) within five years of adoption of this Core Strategy the allocation
will be the subject of review (to align with regular monitoring and review of
sub-regional and locally strategic employment sites in the A14 corridor with
neighbouring (IPA and SHG) authorities / organisations).

Note 1: Current evidence indicates that this is not anticipated to take the form of a ‘Dryport’ (intermodal
freight transport) solution.

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Wherstead Park

The Wherstead Park complex (currently mainly used as CoOp Eastern Region HQ) is substantial
employment site of 7.1 hectares, located just south of Ipswich. The site has some development
constraints, including its relationship / junction access to the A14, together with an inadequate
access road. However, it also enjoys significant advantages and opportunities, including the quality
of environment in which it sits and the quality of environment afforded at the site itself. It is
considered an unsustainable location for residential development. However, significant job
opportunities and an important wider economic contribution are provided here and at other smaller
developments nearby. It is important to both Babergh and Ipswich that the site is retained for
employment related uses over the Plan period. There is also scope for consolidation of
employment and commercial activities at the site. The Council will adopt a positive approach
towards development that sustains this and ensures the future prosperity and viability of economic
activity at Wherstead Park. It will also work closely with key partners including Ipswich Borough
Council, Suffolk County Council and the Haven Gateway Partnership towards these ends. As far
the situation is known at present, there are not reasons to expect this site to be vacated by the
current main occupiers during the Plan period.

Policy CS9 Wherstead Park Strategic Employment Land Allocation

The existing Wherstead Office Park (7.1 hectares), Wherstead is allocated for
retention in employment uses as shown on Map E. Residential development will
not be considered acceptable at this site, apart from the conversion of the
existing gatehouse buildings at the entrance of the Office Park from The
Street.Development should comply with other policies in this Local Plan
particularly CS15, and other subsequent documents. Applications will be
assessed with regard to:

• the setting of the listed buildings;

• protection of the playing field; and mature landscaping belts;

• no material adverse landscape impacts on the Suffolk Coasts and Heaths
Area of Outstanding Natural Beauty;

• no material adverse impacts on neighbouring residential amenity;

• provision of a new access from the A137;

• production of a green travel plan / contribution(s) to provision of local bus
services;

Implementation and Delivery

The Council will deliver its commitment to retention and promotion of the main
Wherstead Park site in employment / commercial uses by working closely with
leading partners including: Ipswich Borough Council; Suffolk County Council;

Haven Gateway Partnership and the site’s owner(s) / occupier(s). Any major
changes leading to a loss of employment floorspace or significant diminution in
occupation levels during the Plan period will prompt a review (to align with
regular monitoring and review of sub-regional and locally strategic employment
sites in the A14 corridor with neighbouring (IPA and SHG) authorities /
organisations).

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2.8.4 Brantham Redevelopment / Regeneration Area

The policy position on Brantham as a village and its position in the settlement pattern was
explained at section 2.1.6. This is likely to be influenced over the Plan period by the
presence and redevelopment of a major, brownfield (industrial) site, formerly occupied
mainly by Wardle Storey and currently partly by ITW. As a large, under-used (and partly
derelict) brownfield site in a gateway position to Babergh district, the Council considers that
the ‘Do Nothing’ option for this site is not realistic or appropriate and it is committed to
achieving its successful redevelopment / regeneration. The site’s location and
characteristics present some important issues to address but also some valuable
opportunities and the potential gains from its redevelopment are seen as very substantial.
The Council’s approach towards redevelopment involves close joint working with the Haven
Gateway Partnership (along with others) and developing a joint evidence base with the site
owner’s representatives. Policy CS10 includes appropriate elements of the original Local

Plan policy together with a review of the allocation, and updates to reflect the latest
circumstances.

The existing / former industrial site at Brantham poses a unique challenge for the District.
Much of the site is derelict, with buildings in need of demolition and land in need of
decontamination. However, there is a significant and apparently thriving remaining
operation by ICI Ltd, known as Imagedata.

The site is partly crossed and partly abutted by the main London Liverpool Street to
Norwich rail route, and has estuarial frontages. The industrial site is separated from the
main village by Greenfield land within the same ownership and the owners have suggested
that some or all of this land (see Map F) should be developed for housing and open space,
as part of the development package, inorder to promote overall regeneration. This is being
investigated and the policy allows through proviso D, for these issues to be resolved.

Adjacent land is designated as an AONB and as a SSSI. The intertidal mudflats and
saltmarsh nature of the adjacent Stour estuary means that the area is also protected as a
Special Protection Area (SPA) under the 1979 EU Birds Directive and Ramsar designations
under the 1971 Ramsar convention. Unsurprisingly therefore the tongue of land to the south
of the railway is of wildlife significance. Parts of the area are subject to flood risk, and
proposals for development will be required to address flood risk, including the preparation
of a Flood Risk Assessment and sequential test (as appropriate). It is acknowledged that
there are challenges and constraints to regenerating this site, but doing nothing is not an
acceptable option, particularly where so many local jobs have been lost.

Brantham village underwent significant growth in the 1960s and 70s, at the time related to
the industrial operation. The site is now ripe for a major regeneration scheme, in
accordance with the principles laid down in the adopted Local Plan policy EM06 and the
Council’s Planning Position Statement of 2008. It will be expected that green infrastructure
will be central to the character and layout of such a scheme in accordance with Policy CS15
(particularly with regard to providing mitigation within the proposed development for
potential recreational impacts on the SPA and Ramsar site), and that it will deliver new
employment buildings, new dwellings and improved community facilities proportionate to
the amount of development permitted, all in accordance with an agreed Master Plan. A high
quality development will be sought, particularly in the event that riverside development is
sought.

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The masterplan and mitigation strategy will need to ensure that direct and indirect negative
impacts on the integrity of the Stour and Orwell Estuaries SPA and Ramsar Site are
avoided. In particular, provision of alternative Natural Green Space will be required, in line
with the Haven Gateway Green Infrastructure Strategy. Provision and funding for the green
infrastructure will be provided by the developer(s). It is anticipated that the green
infrastructure provision would include creation of a new Public Open Space, for which the
design and management plan should aim for a quality suitable for designation as a Local
Nature Reserve.

Given the site’s scale and position near the border with Tendring / Colchester in Essex, the
importance of working on cross-boundary matters is recognised. Its relationship with nearby
rural areas (in all 3 districts) and particularly with Lawford / Manningtree / Mistley is also
important.

Policy CS10 Brantham Regeneration Area Allocation

Land at Brantham Industrial Area is allocated as a regeneration area and special
policy area (as shown on Map F) where the retention of current and future
employment uses is to be prioritised and the redevelopment of obsolete buildings
and under-used land achieves a balanced form of mixed-use development.

Comprehensive redevelopment proposals for the whole of the allocated site will
be informed and guided by feasibility / viability evidence and a masterplan.
Together these will ensure the enhancement and balanced regeneration of the
site; provide for the maximum possible retention and enhancement of local
employment opportunities; deliver an appropriate level of residential
development and community facilities; create new areas of public open space
and enhancement of pedestrian and cycle links between the site and the village.

A. The land north of the railway line (25 ha.), being the former Wardle Storey and
ICI (now ITW) works sites, forms the priority area for redevelopment, where
new and retained employment land uses should predominate in principle.

B. The land south of the railway line (partly previously developed) (15 ha.) is
expected to be subject to minimal or no new development. In this area, the
opportunity to provide and enhance natural ecological assets should be
prioritised.

C. The scale location and form of residential development should be determined
with regard to:

• a level that is proportionate in scale to the existing village / parish and
capable of satisfactory assimilation;

• the need to ensure that new residential development is provided in suitable
location(s) in relation to flood risk;

• the need to provide a satisfactory relationship with other land uses,
including potential ‘bad neighbour’ activities and processes; and
•
• where access to employment opportunities and local facilities / services that
have capacity to accommodate growth or new facilities / services are
maximised; addressing the meeting of identified housing needs.

D. If viability evidence for a comprehensive and integrated planning solution to
the whole site suggests additional residential development on some of the
adjacent Greenfield land, between the site and the village (see Map F), this will
be considered in relation to the benefits of the overall regeneration package.

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Applications will be assessed with regard to:

• an appraisal of the nature, extent and means of remediation of any land
contamination present on the site;

• production of a Flood Risk Assessment;

• protection of the biodiversity and wider river environment in the locality and
any opportunities for enhancement;

• protection of the area’s cultural heritage;

• impacts on existing landscaping tracts, together with proposals for
mitigation / further landscaping measures;

• landscape impacts on the wider Dedham Vale and Suffolk Coast and Heaths
Areas of Outstanding Natural Beauty;

• no material adverse impacts on neighbouring residential amenity;

• satisfactory improvements to and integration with the local road network,
including vehicular access to the A137, separation of industrial and
residential traffic within the site, the integration of pedestrian and cycle
links, the production of a green travel plan, and contribution(s) to provision
of local bus services;

• development feasibility / viability evidence.

Implementation and Delivery

The Council is committed to achieving the positive, prompt and beneficial
regeneration of this site and will continue to work constructively and proactively
with landowners / developer(s) and other interests towards that end. The Council
will also pursue and support in principle initiative(s) aimed at securing external
funding for the successful delivery of this site’s regeneration (where justified) or
accelerating its timescale if appropriate.

Given the lead time required to resolve complex planning and development
issues; ensure a satisfactory form of development; and to see the build out of the
regeneration area, a specific phasing period for this scheme within the Plan
period is not considered appropriate.

Progress will be regularly monitored and the latest position reflected in regular
employment land reviews and trajectories. If there is no progress with preliminary
work enabling this site to be redeveloped within five years of adoption of this
local plan the allocation will be the subject of review (in consultation with
neighbouring authorities).

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2.8.5 Core and Hinterland Villages

It is intended to provide greater flexibility within rural communities, allowing growth
and service / infrastructure improvements, to develop in line with the day to day
practice of people living in those communities.

The approach advocated for the management of growth in the Core Villages and
their hinterlands, has many benefits for the communities. The application of Policy
CS11 and other relevant polices in the Core Strategy and Policies document will
lead to the following benefits:

• Greater flexibility in the provision of affordable housing. The provision of
affordable housing relates to need, however this approach will enable need to
be considered more widely than just within the context of individual
settlements. It will allow for provision in one village within a functional cluster
to serve, not only that settlement, but also the other villages within that cluster
and in some cases adjoining clusters.

• Greater flexibility in the allocation / take up affordable housing. Operating
within a more flexible approach will enable a much wider take up of affordable
housing. Those in identified need in any other villages within the functional
cluster (or in some cases adjoining cluster) may be entitled to live in the
affordable housing provided within other villages within that cluster. The
allocation of affordable housing will be more flexible and its location will reflect
where people go for everyday needs, including to Primary School and the
Doctors.

• Flexibility in the provision and location of facilities. The provision of
facilities, required to support, or mitigate the impacts of, development is tightly
controlled by legislation (Circular 05/05) and more recently the Community
Infrastructure Levy Regulations. The important point central to this, which
must be adhered to, is that any facilities being provided must be for the benefit
of the residents living in the new development, which is making that provision,
or contribution towards it. However, many facilities, such as schools,
community halls and shops, serve a catchment area far beyond the village in
which they are located. The policy approach for the Core and Hinterland
Villages allows for a more flexible approach to the location of facilities to
reflect a catchment area pattern which relates to the day to day practice of the
people living in the villages.

• Flexibility in the provision and location of leisure and recreation
facilities. Recreation and leisure facilities have a long established hierarchical
approach, based on catchment areas which relate to the function of the
facilities. Large facilities such as swimming pools and sports centres, serve a
much wider catchment area than more local facilities such as children’s play
areas. This lends itself well to the approach suggested for Babergh. It allows
for better quality provision, and greater flexibility with the location of facilities.
For example any one catchment area, may only need one facility such as an
all weather pitch. Whilst the core village may be the first choice location of this,
another village within the same functional cluster, may have a greater
opportunity to accommodate such provision. The flexible approach embedded
in the functional cluster concept would allow for this.

• Flexibility in provision of employment. Employment provision in the rural
areas in Babergh already makes up a significant contribution towards job
opportunities in the district. Securing a range of economic opportunities
requires a flexible approach. Often the locational requirements of employers
are very specific and do not always coincide with, or may be unavailable at,

58
the most sustainable locations. Within, or close to, urban areas will always be
a preferred location for most employment opportunities however, where this is
not possible, opportunities within Core Villages and some Hinterland Villages
within the functional cluster will be considered. A flexible approach to
considering such opportunities is critical to promoting economic development
in the future. The policy approach allows for the flexibility to maximise
opportunities for employment, subject to balancing other interests within the
Core Villages and their hinterland. This approach will also allow for the
opportunity to balance the provision of new jobs with new housing
development within the cluster subject to the relevant policy considerations.

Core Villages will accommodate a proportion of new development, and as each
village is different in size, character, location and the role it plays within its rural
hinterland it is not possible to identify a number, or range of homes numbers at this
stage. The amount of new development and locations for growth in each of these
settlements will be considered in detail with local communities at the site allocations
stage and will depend on a thorough analysis of local needs, opportunities,
environmental, physical and social infrastructure constraints. Including:

• Locally identified need – housing and employment;
•
• Specific local need such as affordable housing;
•
• Flood Risk;

• Nature conservation constraints / designated areas and implications for an
Appropriate Assessment under the Habitats Directive (where appropriate);

• Landscape considerations and the designated sites (particularly ANOBs);

• Historic character and heritage assets;

• Infrastructure constraints – physical infrastructure / utilities;
• Infrastructure needs (e.g. transport, open space, leisure facilities) and access
to services and facilities; and

• Availability of brownfield land.

It is clear that the Core Villages identified are very varied and their needs and
factors which influence what is an “appropriate level of development” will vary from
village to village. This is especially the case where villages are situated within
environmentally and visually sensitive landscapes, particularly the AONBs, and/or
where they include conservation areas and heritage assets. These landscapes and
heritage assets will be key considerations in the site allocation process, and when
considering planning applications. Although a total number of 1050 new dwellings is
indicated in Policy CS3, this includes the ten Core Villages and all the Hinterland
Villages. It is therefore important that this is not viewed as a sum simply to be
divided equally or randomly between the number of villages listed. The approach to
the distribution of new dwellings within Policy CS3 is to be driven by the function of
the villages, their role in the community, and the capacity for a particular level of
growth which will be guided by many factors, which will result in a different level of
development being identified as “appropriate” in different settlements, even those
within the same category (see paragraph 7.3 in the Technical Background
Document 2: Spatial Strategy – Version 1.1., this indicates that the Site Allocations
document will also be informed by detailed assessments of a range of criteria). The
approach will also provide for a degree of in-built flexibility within the catchment
area.

The approach also relies on the concept that the villages do not exist in isolation
and what is happening within other villages within the same functional cluster will
also be important. The strategy recognises the role of the villages as a community
and also the communities which exist in practice which usually go beyond parish or

59
other boundaries. In all cases and of paramount importance will be to ensure that
overall development throughout the plan period in any settlement is in scale with
that settlement.

It will also be important to ensure that any development in the Core and Hinterland
Villages is supported by an appropriate level of infrastructure. As with the larger
strategic sites provision of adequate infrastructure to serve developments will be
required. In many cases this may need to be by way of a financial contribution,
secured through legal agreements under section 106 of the Town and Country
Planning Act, and through a mechanism known as the Community Infrastructure
Levy (CIL) which is anticipated to be established at a later date. One of the key
benefits of the approach suggested will be to enable meaningful infrastructure
improvements to support development in these areas, although contributions may
need to accumulate over a number of years to achieve this. The approach to
infrastructure delivery will also follow the functional cluster concept, to reflect the
role and relationship between settlements, particularly when it comes to the use and
demand for many of the facilities which make up the infrastructure. Policy CS21
reflects this. In the case of affordable housing the policy consideration for exception
schemes will operate within the context of the functional clusters, thus enabling
greater flexibility and increasing the opportunities to address local housing need in
some of Babergh’s more rural areas. In considering the cumulative impact, the
findings from monitoring the impacts of previous planning applications in respect of
the social, physical and environmental impacts and the effects on quality of life
within the village will be considered and reflected in the assessment of new
proposals.

The BUABs defined in the 2006 Local Plan and later in a future DPD for Site
Allocations, provide a useful starting point when considering the relationship of
proposed development in relation to the existing pattern of development for that
settlement and for defining the extent of its developed area and a distinction
between the built up area and the countryside. Policy CS11 intentionally provides
greater flexibility for appropriate development beyond these, for identified Core and
Hinterland villages subject to specified criteria.

Policy CS11: Strategy for Development for Core and Hinterland Villages

Proposals for development for Core Villages will be approved where
proposals score positively when assessed against Policy CS15 and the
following matters are addressed to the satisfaction of the local
planning authority (or other decision maker) where relevant and
appropriate to the scale and location of the proposal:

• the landscape, environmental and heritage characteristics of the
village;
• the locational context of the village and the proposed
development (particularly the AONBs, Conservation Areas, and
heritage assets);

• site location and sequential approach to site selection;

• locally identified need – housing and employment, and specific
local needs such as affordable housing;

• locally identified community needs; and

• cumulative impact of development in the area in respect of social,
physical and environmental impacts.

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Development in Hinterland Villages will be approved where proposals are
able to demonstrate a close functional relationship to the existing
settlement on sites where the relevant issues listed above are addressed
to the satisfaction of the local planning authority (or other decision maker)
and where the proposed development:

• is well designed and appropriate in size / scale, layout and character
to its setting and to the village;

• is adjacent or well related to the existing pattern of development for
that settlement;

• meets a proven local need, such as affordable housing or targeted
market housing identified in an adopted community local plan /
neighbourhood plan;

• supports local services and/or creates or expands employment
opportunities; and

• does not compromise the delivery of permitted or identified schemes
in adopted community / village local plans within the same
functional cluster.

The cumulative impact of development both within the Hinterland Village
in which the development is proposed and within the functional cluster of
villages in which it is located will be a material consideration when
assessing such proposals.

All proposals for development in Hinterland Villages must demonstrate
how they meet the criteria list above.

The Core and Hinterland Villages identified in the Spatial Strategy provide
for the day-to-day needs of local communities, and facilities and services
such as shops, post offices, pubs, petrol stations, community halls, etc
that provide for the needs of local communities will be safeguarded.

New retail, leisure and community uses appropriate in scale and character
to the role, function and appearance to their location will be encouraged in
Core and Hinterland Villages, subject to other policies in the Core Strategy
and Policies document, particularly Policy CS15, and other subsequent
(adopted) documents as appropriate.

2.8.6 Rural Areas

A large proportion of the district is made up of rural areas with farmhouses,
individual dwellings and small groups of cottages. Small groups of dwellings and
hamlets will fall within functional clusters. However, their remoteness and lack of
any services or facilities mean that such groups and hamlets are classified as
countryside. As such these are subject to a long established policy approach
towards rural areas, which generally seeks to prevent development other than that
required for agriculture and other essential operations that need to be located in the
countryside. The changing nature of the rural economy has led to the need to
provide a framework which allows for some economic diversification in rural areas. It
is important to retain an appropriate balance and maintain adequate control to
ensure the locally distinctive rural characteristics are not lost. Section 3 provides
further policy guidance on the rural economy.

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Section 3 – The Delivery of growth, provision of infrastructure and
monitoring

3.1 Sustainable Development

3.1.1 Introduction

The planning system aims to ensure that the principles of sustainable development are
followed so that growth and future development is sustainable over time. There are many
definitions of “sustainable development” in use. For the United Kingdom, the Government
published its Sustainable Development Strategy, “Securing the Future”, in 2005. This states
that ‘the goal of Sustainable Development is to enable all people throughout the world to
satisfy their basic needs and enjoy a better quality of life, without compromising the quality
of life of future generations.’

The UK Sustainable Development Strategy sets out five guiding principles and four agreed
priorities to deliver this goal:

The 5 Principles

• Living within environmental limits
• Ensuring a strong, healthy and just society
• Achieving a sustainable economy
• Promoting good governance
• Using sound science responsibly

The 4 Priorities

• Sustainable consumption and production
• Climate change and energy
• Natural resource protection and environmental enhancement
• Sustainable communities

The NPPF (March 2012) identifies “three dimensions to sustainable development:
economic, social and environmental”, and sets out the roles that the planning system
should perform to manage these dimensions and achieve sustainable development

(paragraph 7). The NPPF advises that “to achieve sustainable development, economic,
social and environmental gains should be souoght jointly and simultaneously through the
planning system” (paragraph 8). Paragraph 14 of the NPPF clearly states that the
presumption in favour of sustainable development is at the heart of the NPPF, and should
be seen as a “golden thread” running through plan-making and decision-taking.

3.2 Sustainability: The Babergh Approach and Interpretation

Sustainable development principles combine the three dimensions or elements necessary
to achieve an appropriate balance in that development needs to be environmentally,
economically and socially sustainable. All three elements are of great importance for the

Babergh area and need to be respected. The NPPF advises that “plans and decisions need
to take local circumstances into account, so that they respond to the different opportunities
for achieving sustainable development” (paragraph 10). The three dimensions find
expression within the Babergh Strategic Plan 2008-18; and for the Babergh area this will
mean:

• Doing our best to protect and enhance the (natural and built) environment (expressed
mainly by the identified Babergh theme of ‘A Greener and Cleaner Babergh’)

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• Promoting a strong, diverse economy and prosperity (expressed mainly by the
identified Babergh theme of ‘A strong and sustainable Babergh economy’)

• Maintaining the existing settlement pattern and that of a large number of distinct but
interlinked communities (expressed mainly by the identified Babergh theme of ‘Vibrant
Places and Strong Communities’)

This Core Strategy and Policies document (and subsequent development plan documents)
aims to strike an appropriate balance between these three elements, although their
achievement does not necessarily conflict. In summary it is possible to identify some key
local considerations with a particular bearing on this balance. Local circumstances mean
that, in transport terms, the achievement of environmental sustainability will often not be
possible, or be very difficult to achieve due to the dispersed rural nature of the district.
However, there is the potential for rural areas to not be completely car dependent.
Discussion with the Local Transport Authority will always be encouraged to ensure that
sustainable transport opportunities, such as Demand Responsive Transport, are
maximised. In addition, the environmental sensitivity of the district means that large-scale,
on-shore renewable energy generation will often be difficult to accommodate in an
acceptable way. For example, wind turbines in unsuitable locations can result in increases
in mortality among birds and bats, and European sites (protected bird nesting sites) such
as on the Stour and Orwell estuaries will be a major consideration in such cases. In
addition, the attractions for the district for tourism, a key driver of the local economy, (inter
alia) mean that maintaining its environmental qualities is essential.

The district’s dispersed rural nature, with the range of difficult challenges that this presents,
plus its relationship to nearby areas like Ipswich, mean that particular emphasis needs to
be placed on promoting the strength of the economy, job creation / protection and
prosperity. Finally, the settlement pattern (and dispersed rural nature) mean that protecting
the many different identifiable communities, most of which are relatively small rural
communities in villages, also has particular importance. This is reflected in such ways as
our approach to promote the rural economy, provide maximum opportunities to deliver rural
affordable housing and protect / promote rural facilities and services.

The policies that follow in this section address the key elements which will guide growth
and development in Babergh. They include the context for environmental considerations
including protection and mitigation; the contribution development may make to wider
sustainable objectives such as addressing climate change; guidance relating to the scale,
character and shape of development and requirements to ensure adequate infrastructure
accompanies new development and enhancements and improvements are provided where
needed. Essentially these policies provide more guidance about development and the
considerations which will apply in integrating the components of sustainable development,
balancing the interests of an appropriate level of growth and the characteristics of Babergh
as we know it.

3.3 Environment, Climate Change and Green Infrastructure

3.3.1 Built and Natural Environment

The Babergh District has a rich and varied built and natural environment. Important
resources include the estuaries, the river valleys, Areas of Outstanding Natural Beauty,
biodiversity and geodiversity sites and extensive open spaces and countryside, as well as
heritage assets such as conservation areas and historic buildings, all of which contribute to
the built and natural environment characteristics of the district, and all of which need
protection and enhancement. As well as pressure from development, the built and natural
environment must respond to pressures through measures such as prevention,
management, mitigation or adaptation, from flood risk, coastal changes, pollution and
climate change.

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Policy Context

The importance of the need to protect and enhance the built and natural environment has
been widely acknowledged for a long time from an international to local level. As a result
issues concerning the built and natural environment are thoroughly covered by legislation
and policy guidance at all levels. This includes legislation at an international and national
level and policies at national level, the key elements of which are listed in the Environment
and Climate Change Technical Background Document. The following paragraphs highlight
locally important features essential to the context, history, character, appearance and future
of the district, and policies for their protection.

3.3.2 Natural Environment and Biodiversity

Babergh has a rich natural heritage, and at the forefront of this are the Stour and Orwell
Estuaries which are acknowledged as being of international importance through their
designation as a Special Protection Area (SPA), and a Wetland of International Importance
(Ramsar site). In addition, there are other European sites beyond the district which could be
affected by inappropriate development within Babergh, particularly the Deben Estuary SPA
and Ramsar site and Sandlings SPA, which fall within 20 km of the district boundary.

In order to ensure the protection of these European sites for generations to come,
measures will be implemented to take account of the pressures of development which may
arise from policies within the Babergh Local Plan. The main effect which could arise as a
result of proposed development over the next 20 years is from increased population growth
in the district, and the allocation of land for additional jobs and housing, which in turn may
result in increased recreational pressures on the European sites through rises in visitor
numbers. These sites support species which are susceptible to disturbance, and without
appropriate measures in place there is a risk of degradation to these sites.

With this in mind Babergh will implement a series of measures to ensure that the policies
contained within this document will not have a significant effect on the European sites.
These measures will include the following:

1. Reducing / preventing an increase in recreational demand on the estuaries
(from the resident population) – steering the distribution of new housing away
from the estuaries, and the provision of new Accessible Natural Green Space in
new developments to reduce recreational demand on the estuaries (see Policies
CS14 and CS15).

2. Monitoring Programme – this will review and link into studies such as that being
undertaken by the surrounding local authorities on the Deben Estuary; look to
include baseline visitor surveys; and monitor the SPA / Ramsar site at a
frequency to be agreed with Natural England and neighbouring Councils.
Reporting on this monitoring plan will be tied in with the annual monitoring
programme described under Policy CS22.

3. Planned Mitigation Measures – if during the monitoring programme it is found
that recreational pressure is increasing, then this will trigger the requirement to
implement mitigation measures, as required, to compensate for impacts
identified. This is especially important as the value of tourism and leisure visits to
the area is very important to the local economy and will be encouraged but will
be managed, and if necessary mitigated to ensure continuin g
protection/enhancement of the European sites.

In addition, with regard to the SPAs and Ramsar sites, any development proposal that
would be likely to have a significant effect on a European site, either alone or in
combination with other plans or projects, will be subject to assessment under the Habitat
Regulations at Site Allocation and / or project application stage. The HRA for this Core

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Strategy and Policies document does not obviate the need for such assessment. If it cannot
be ascertained that there would be no adverse effects on site integrity the project will be
refused unless it passes the tests in Regulation 62 (in which case any necessary
compensatory measures will be secured in accordance with Regulation 66).

3.3.3 Landscape and Character

In a district such as Babergh, future development must be managed to respect the key
features and local distinctiveness. The approach cannot simply be that these areas should
be “no go” areas for development (although this may be appropriate in some locations for
some types of development). It is therefore helpful to understand why extensive areas of
the district are worthy of protection under international and national legislation.

It is widely known that there are Areas of Outstanding Natural Beauty (AONB), Sites of
Scientific Interest (SSSI) and Conservation Areas, for example, but less well known what
makes these areas significant and worthy of protection. It is important to recognise these
elements in order to balance interests and consider potential impacts in the future, as well
as to identify any further management or guidance which may be required that goes
beyond the boundaries of defined designations covered by legislation but that are important
to the features the legislation seeks to safeguard. Furthermore, in cases where mitigation
measures are necessary, it may help inform the type of measures which could be
appropriate.

Areas of Outstanding Natural Beauty

One of the most precious natural assets in England is its landscape. Babergh makes a
valuable and varied contribution to this. The Suffolk Coasts and Heaths AONB and
Dedham Vale AONB including the Stour Valley cover a considerable part of the district.
Legislation provides protection and guidance within these areas and both have
Management Groups providing a robust framework for management of challenges facing
these areas in the future. The Suffolk Coasts and Heaths AONB is a product of its
underlying geology, shaped by the effects of the sea and the interaction of people with the
landscape over time. The Shotley peninsula is made up of varied landscape types which
contribute to the overall mosaic of the AONB, the main types within the Babergh Area are:

• Coastal Levels;
• Estate Farmlands; and
• Valley Meadowlands.

At the heart of the Dedham Vale AONB and Stour Valley is the area known as “Constable
Country” centred on villages including Dedham, Flatford and East Bergholt. John
Constable’s famous paintings of this landscape influenced the national designation as an

AONB which is now widely recognised as typifying lowland English countryside. Key
features within the landscape in this area which are significant include; the meandering
river and its tributaries, gentle valley slopes with scattered woodlands, grazing and water
meadows, sunken rural lanes, historic villages with imposing church towers and historic
timber framed buildings, small fields enclosed by ancient hedgerows and a wealth of
evidence of human settlement over centuries. The Stour Valley is predominantly rural with
a medieval settlement pattern. Woodlands are situated within the tributary valleys and
much of the valley floor comprises arable crops, with the exception of the areas such as
Sudbury Common Lands.

Suffolk Landscape Character Assessment

The whole district including the wider landscape beyond these designated areas has been
defined with an appropriate landscape character type. The Suffolk Landscape Character
Assessment is a web-based resource designed to support the maintenance and restoration

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of the landscape through the planning process (www.suffolklandscape.org.uk). It also
promotes a wider understanding of the landscapes of Suffolk. The landscape character
types prominent in the Babergh District include:

• Rolling Estate Farmlands (Much of the west of the district and large parts of the
Shotley Peninsula);
• Plateau Farmlands (North of the Stour Estuary);
• Valley Meadowlands (The river valleys);
• Ancient Plateau claylands (around Hadleigh);
• Ancient Estate claylands (around Hadleigh);
• Ancient Rolling Farmlands and Rolling Valley Farmlands (Around Sudbury and parts of
the Shotley Peninsula).

More information on the features of each of these landscape types and background
guidance can be found on the Suffolk County Council landscape web site.

Special Landscape Areas

The adopted Babergh Local Plan (2006) designates significant areas of the district’s
landscape as ‘Special Landscape Areas’, particularly the river valleys. Given the status of
these as a local level designation and as an inherently site specific matter, it is not
considered appropriate for these to be addressed within the Core Strategy and Policies
document. Adopted and saved Local Plan Policy CR04 therefore remains extant at this
point in time. A review of the SLA approach, including whether to retain this designation
and if so which areas should be covered, will be dealt with in the subsequent Site
Allocations or Development Management Policies document.

The make-up of the landscape is intrinsically linked to the geology and geomorphology of
the area. GeoSuffolk maintains a Geodiversity Action Plan which can provide more detail
on the geological features. The district has an important geological heritage especially with
features from the Cretaceous, Palaeocene, and Pleistocene periods. Much of its landscape
character is due to glacial boulder clay of Anglian Till, laid down in Pleistocene times. Key
geological features include:

• Cretaceous Chalk outcrops (westerly areas and river valleys);
• Sandy Soils Pliocene Red Crag;
• Significant evidence of sites of early human settlement 200,000+ years ago at
Harkstead and Lavenham;
• Natural lakes (Cornard Mere and Dodnash Pond).

The landscape and geology of the area together strongly influence the biodiversity of
species which are present, based on the habitats that these landscapes create. The Suffolk
Biodiversity Group maintain details on all habitats and species, some of those significant to
Babergh are indicated below:

• Ancient Woodland; • Farmland pond;
• Ancient Hedgerows (species rich); • Grazing marsh;
• Lowland hay meadows; • Cereal field margins;
• Stour and Orwell inter-tidal mudflats and
salt marsh (the habitat for wildfowl and water fowl).

Many of these areas of habitat are also designated as SSSIs, landscape designations or
international sites such as the mudflats and salt marshes of the Stour and Orwell Estuaries.
However some of these habitats will inevitably fall outside a specific boundary or

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designation, but nevertheless serve an important function, and consideration will need to
be given to the need for management of such areas.

3.3.4 Strategy for Environmental Enhancement

Opportunities to enhance the rich and varied environmental resource in Babergh
which comprises; the estuaries, river valleys, AONBs, biodiversity and Geodiversity
areas, open spaces, countryside, heritage assets, conservation areas and historic
buildings will be positively encouraged.

• New provision of Accessible Natural Green space will be a core focus to the design and
layout of development at the urban extensions, and other large sites.

• Developer contributions will be directed to provision of new areas of open space where
needed and also to enhance existing areas or improve the links between existing
spaces to enhance the function and attractiveness of some sites or areas of the
countryside.

• All new development will be expected to ensure its design, character and scale
complements its location and as such will be required to include adequate open space,
landscaping and biodiversity elements which will enhance the existing and surrounding
environment.

• Open space / landscape schemes will be encouraged to reflect locally distinctive
landscape character and opportunities to enhance these features will be promoted.

• Opportunities will be encouraged to enhance specific habitats, particularly where
wildlife / nature conservation organisations advise a need exists for enhancement or
creation of a particular habitat, through landscape schemes of open space / green
infrastructure provision associated with new development.

• Continued support for existing countryside management groups (including the Suffolk
Coasts and Heaths and Dedham Vale AONBs) to conserve and enhance the nationally
protected AONBs through implementation of AONB management plans for proactive
enhancement of the environment in these areas.

• Other local or community initiatives which contribute to environmental enhancement,
even on a small scale, will be encouraged, including for example, Wildlife Trust,
community groups / parish town councils litter picks / tree planting.

3.3.5 Historic Environment

A key element to achieving sustainable development is good and appropriate design with
the overall objective being that it contributes positively to making places better for people.
Design is about more than aesthetics of a development, but also ensuring usable, durable
places. The underlying principles which contribute to good and successful design are
reflected in Policy CS15 and Policies CS4-11.

English Heritage maintains the register of listed buildings, of which there is a wealth in
Babergh – both in the historic towns and villages and throughout the rural areas. Often,
sufficient protection is offered to listed buildings through legislation, but careful
consideration of the character of other, unlisted, historic assets is also important.

There are 29 Conservation Areas in the District, 19 of which have detailed Conservation
Area Appraisals providing considerable background and context offering helpful guidance.
A further programme of Conservation Area Appraisals continues to progress.

Building on the wealth of legislation, Policy CS15 addresses the locally distinctive
characteristics which new development needs to respect. This will enable careful
management of the rich resource, whilst allowing for an appropriate level of growth. The

“mixed and balanced community” approach, which underpins the future shape of Babergh,
includes the need to balance the needs of the community with the character, history and
appearance of the environment. These are the qualities that local communities identify as

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being important to and often the very reason for living or working in that area or which
attracts visitors.

The importance of heritage assets to the historic character and distinctive appearance of
Babergh district should not be underestimated. The historic environment, typified by timber-
framed, plastered, thatched, and tiled domestic and farm buildings, and stone medieval
churches, is a precious resource valued by residents, visitors and local businesses, and the
attractive historic character of many of Babergh’s villages and wealth of traditional buildings
is the focus of a healthy and growing tourism sector.

In addition to the NPPF and Local Plan policies, advice and guidance will continue to be
provided in line with English Heritage advice (particularly “Conservation Principles Policies
and Guidance for the Sustainable Management of the Historic Environment” 2008).

3.3.6 Strategy for the Conservation and Enjoyment of the Historic Environment

To continue to conserve and enhance the heritage assets throughout the district for
the benefit of all to enjoy and to enrich the quality of life and learn from local
knowledge and understanding of the past through these assets and ensure they are
safeguarded for future generations to enjoy and learn from.

• Continue to support the conservation, repair and enhancement of historic assets
through advice from the Council’s Planning Service. (Shared resource with adjoining
authority).
• Continue to provide advice to owners of Listed Buildings, to promote an understanding
of traditional buildings and how they work, and to proactively encourage positive repair
and minimal and appropriate interventions to, and enhancement of all traditional and
heritage buildings and structures, including those identified as being at risk through
being included in English Heritage’s Heritage at Risk Register and the Suffolk Buildings
at Risk Register.
• Continue, where appropriate, to support Conservation Area designations through the
positive contribution provided by Conservation Area Appraisals delivered through the
Council’s Planning Service (shared resource with adjoining Authorities). Continue to
progress with the programme to complete Conservation Area Appraisals for the 10
remaining Conservation Areas.
• Provide support and guidance to ensure that the design of any development which may
affect historic assets is of high quality, and ensure new development makes a positive
contribution to local character and distinctiveness.
• Encourage enjoyment of the heritage assets through encouraging promotion of
locations with a rich historic environment by organisations or communities with an
interest in the heritage assets. In association with this promotion, also encourage the
preparation of interpretive information about the assets to share knowledge and
understanding of the past. Manage the interest in these heritage rich locations to
ensure benefits to the local economy are maximised, whilst balanced with the
environmental value.

3.3.7 Climate Change

Elements of Babergh’s natural environment such as the coastline, estuaries and rivers, are
particularly susceptible to climate change and the consequential impacts have the potential
to change the landscape of Babergh and the lives of its residents.

Babergh’s Core Strategy and Policies document aims to strike a balance so that growth
and development are sustainable. The task is to provide new homes and businesses in an
area of nationally (and locally) protected landscapes, with a protected bio-diverse coastline,
and existing historic towns and villages in its river valleys and diverse and attractive
countryside. It is essential therefore that planning policy both protects the character and

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appearance of the Babergh area, and promotes ways of reducing carbon emissions and
good practice in sustainable design.

Policies that provide resilience to the impacts of climate change are an essential element of
the role planning has in proactively managing the three dimensions – economic, social and
environmental – of sustainable development. The following policies consider a range of
impacts of climate change and how these can be addressed over the longer term.

Policies CS12 and CS15 set out a framework of criteria for sustainable development, the
energy needs of new development and how the provision of renewable energy either on-
site, or through community schemes (where viable and appropriate) can be encouraged
through larger scale generation of renewable energy.

Large new developments may create economies of scale that may provide the potential for
achieving lower level/zero carbon homes and non-residential development in advance of
changes to the Building Regulations, and ways of providing energy from renewable sources
to satisfy the predicted need of the proposed development. Indeed, in some cases it may
be possible to provide surplus renewable energy to existing communities.

Studies have been and are being carried out that will inform site selection considerations,
such as the Water Cycle Studies (one for the Haven Gateway area undertaken with
partners, and one for the remainder of the District) and the Environment Agency’s Essex
and South Suffolk Shoreline Management Plan. Water efficiency and the reduction in water
usage is a high priority for sustainable development and all new development will be
expected to include demand management measures designed to reduce the impact of new
and existing development on the water resources in Babergh district.

Opportunities to improve water quality in all watercourses and water bodies will be taken
where possible and measures will be taken to prevent the deterioration in current water
quality standards. Site specific policies for allocated sites and detailed policies for delivering
sustainable design and construction and climate resilient development will be set out in Site
Allocations and Development Management Development Plans Documents (DPDs).

One of the most significant contributors to CO2 emissions is the use of cars and part of
achieving sustainable development by design is how we address this issue. In a rural area
such as Babergh it is difficult to achieve a reduction in car travel, as for many people in
small villages and scattered hamlets public transport will not replace the need to own and
run a car. However, we can help reduce the need to travel by ensuring new development is
carefully planned to provide opportunities for work and leisure etc. close to new homes.
This is a key principle of our Development Strategy where our preferred options are to
focus new development in the towns, Ipswich urban fringe and Core Villages. The Council
will also require Travel Plans for larger new developments, and will support local agriculture
and the reduction of ‘food miles’ by enabling the provision of local farmers’ markets and
similar initiatives.

The rural road network and local transport system are part of the way of life in the Suffolk
countryside, and access is a key consideration when considering proposals for new
development. For many people car ownership is essential due to the rural nature of the
area and poor or infrequent bus services. It is therefore important that development that
generates significant demands for travel, including leisure uses and visitor attractions,
should be located in areas well served by a variety of transport modes, and all new
development should aim to minimise the need to travel by car.

In addition to the studies referred to, and the new policy directions in this Core Strategy and
Policies document, work continues with Suffolk County Council’s ‘Greenest County’
initiative; areas in the Babergh Ipswich Fringe are being assessed for suitability for the

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potential location of wind turbines; and Babergh is a joint recipient benefitting from the
Climate Change Skills Fund to trial a Shared Sustainability Support Officer to help
applications involving renewable / low carbon technologies through the Planning process.

In the future other areas to be explored may include:

• Thermal / heat mapping;

• assessing the Babergh area for opportunities for decentralised energy to meet the
needs of new development, such as the potential for the former sugar factory at
Sproughton to benefit from waste heat recovered from the Great Blakenham Energy
form Waste project;

• greater integration of waste management;

• exploring the potential in new developments to co-locate heat suppliers and
consumers;

• identifying areas suitable for renewable energy generation;

• exploring the potential to involve developers, businesses and communities in
increasing the use and supply of renewable and low-carbon energy supplies; and

• considering how green infrastructure can be used to assist in reducing the impacts of
climate change e.g. flood water storage areas, sustainable drainage systems, urban
cooling and local access to shady outdoor space.

Where appropriate we will work with partners to carry out further studies and assessments
(including viability assessments). Following collection of this evidence detailed policies will
be included in the Site Allocations / Development Management DPD(s).

The construction industry and Government bodies and organisations are working toward
achieving zero carbon new homes, and standards have evolved that will help achieve this
goal. ‘Building for Life’ is the national standard for well-designed homes and
neighbourhoods developed by a partnership of Design Council CABE, the Home Builders
Federation and Design for Homes. Building for Life assessment is a toolkit based on 20
criteria set out as a series of 20 questions which are used to evaluate the quality of new
housing developments under the headings: environment and community, character, streets,
parking and pedestrianisation, and design and construction. Along with many other local
authorities, Babergh will use the Building for Life standards to assess proposals for new
homes. Non-residential developments will be expected to use the Building Research
Establishment Environmental Assessment M ethod (BREEAM), an internationally
recognised environmental assessment method and rating system.

Large scale non-residential development proposals will be expected to provide evidence of
BREEAM pre-assessment at the pre-application stage. More detailed policies on design
standards will be included in the Development Management DPD. There is an expectation
that minimum standards will progressively improve over time such that non-residential
developments should aim to increase design standards to achieve BREEAM “Outstanding”
standard or equivalent in 2016.

Policy CS12: Sustainable Design and Construction Standards

Larger scale residential developments, particularly those within the Strategic
Allocations and Broad Location for growth, will be expected to achieve the
Building For Life Silver Standard. In other cases (e.g. in some of the Core
Villages), and where the Council consider it is viable to do so, sites where this
standard can be achieved will be identified in the Site Allocations DPD.

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All new non-residential developments will be expected to achieve, as a
minimum, the BREEAM “Excellent” standard or equivalent.

Note 1: Site specific policies for allocated sites and detailed policies for delivering sustainable design
and construction and climate resilient development will be set out in Site Allocations / Development
Management DPD(s). This will include guidance on the size/scale of development that relevant policies
apply to, and a timetable setting out which level of the Code for Sustainable Homes (or
equivalent replacement standard) the development is expected to achieve.

Note 2: The local planning authority will determine which residential developments are considered to
be “larger scale” (as a guide these are likely to be larger than ‘major’ development as currently defined,
but will be assessed with regard to the locality and context of the proposal).
Note 3: This policy should be read in conjunction with Policy CS15 (including Note 3),

3.3.8 Renewable and Low Carbon Energy

Planning for climate change in the future is only part of the picture. At the other end of the
scale are existing buildings. The character of Babergh district is enriched by the number of
listed buildings and conservation areas, and we should not overlook the need for heritage
assets to contribute to adapting to climate change and reducing carbon emissions. The re-
use of an existing building is a very sustainable form of development minimising waste, and
often listed buildings are constructed from sustainable materials. Some perform well in
terms of heat loss/solar gain, and thermal insulation. However, many will require
modification and adaptation to improve energy efficiency and resilience to climate change.
In such cases the Council will carefully weigh the potential harm to the heritage asset and
character of the locality against the public benefit of mitigating the effects of climate change
in accordance with Government policy (set out in the National Planning Policy Framework).
We will consider available evidence and assess the need to address this matter in criteria-
based policies for Babergh’s heritage assets in the Development Management DPD.

Clearly the majority of housing, business premises and community facilities in the district
are already built, and although the technology, materials and regulations exist to ensure
that new development addresses climate change issues it is important that we don’t only
focus on this area. Part of the Babergh approach to carbon reduction is non-spatial through
funding and enabling the upgrading of the existing housing stock.

An approach that is particularly useful in considering action in the existing housing stock is
to start with the energy hierarchy. This takes a pragmatic approach looking firstly at low
cost, energy saving options and only when the simpler and more cost effective options
have been explored considering high impact, high cost, energy-generating options. The
first, step in the hierarchy is simple: to reduce the need for energy (which could be simply
wearing an extra layer and turning the heating down, and turning off radiators in unused
rooms); the second step is an area where many actions exist that cost very little or nothing
at all: from closing curtains and doors, to installing insulation, secondary glazing and / or an
energy efficient boiler; and the third and more expensive step would be to switch to low
carbon or renewable energy such as installing solar thermal or photovoltaic panels, or a
wood burner, or ground source heat pump (depending on individual and local
circumstances). Owners and occupiers of the existing housing stock in Babergh, including
historic buildings, can take steps in the energy hierarchy to improve energy efficiency in the
district, and the Council will promote and encourage this through various initiatives and
working with other authorities and organisations.

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There may be opportunities for new development to share sources of renewable energy,
particularly with community buildings, and/or to combine with existing residents,
businesses, health, or education establishments in producing Travel Plans. Much can be
done to reduce carbon emissions and reduce demand for energy and water by retro-fitting
energy saving materials and equipment to existing buildings – this will also have the effect
of making savings for the residents and users of these buildings.

Planning regulations are reviewed at national level on a regular basis, and regulations are
being introduced or changed to allow many of these types of schemes to go ahead without
express consent. Given the high proportion of existing homes that need to be upgraded the
Council will consider the most cost effective ways of promoting and assisting with this and,
if necessary and appropriate, policies for retro-fitting micro-renewable energy equipment to
buildings will be included in the Development Management DPD.

Climate Change Strategy

Climate change can be tackled in various ways, and together with other actions the
policies CS12 to CS15 in this Core Strategy and Policies document provide a
comprehensive Climate Change Strategy to:

• promote a reduction in carbon emissions;
• encourage and promote the use of renewable and low carbon energy sources through
planning policies and best practice in areas such as retro-fitting existing buildings, and
micro-generation;
• support for community initiatives for renewable and low carbon energy;
• provide, link to existing, and design new large-scale development around green
infrastructure;
• minimise waste;
• minimise the risk of flooding and surface water run-off; and
• minimise the need to travel.

As part of this strategy the Council will also:

• encourage existing and new businesses to locate and grow to meet the demand for
products throughout the supply chain to serve the renewable / low carbon energy
industry in Suffolk and north Essex; and
• continue to work with neighbouring authorities, the industry, developers and
communities to research and support opportunities for the development and use of
renewable and low-carbon energy.

Policy CS13: Renewable / Low Carbon Energy

All new development will be required to minimise dependence on fossil fuels and
make the fullest contribution to the mitigation of climate change through
adopting a sustainable approach to energy use.

Development within the Strategic Allocations and Broad Location for growth
and other large-scale development proposals will be required to use on-site
renewable, decentralised, or low carbon energy sources with the aim of
achieving a 10% reduction in the predicted carbon dioxide emissions of the
development.

In other cases the Council will support proposals for development tha t
includes on-site low and zero carbon technologies including, where
appropriate, proposals to retro-fit existing buildings as part of schemes to
extend or convert those buildings.

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In all cases, the Council will encourage and support community initiatives,
including linking with / contributing to the provision of local off-site renewable
energy sources and the use of energy service companies (ESCOs) or similar
energy saving initiatives.

Note 1: Renewable energy proposals, including but not limited to wind turbines will not automatically be
viewed as sustainable sources of renewable energy, as in unsuitable locations they can result in
increases in mortality among birds and bats. The impacts on receptors such as European sites will
need to be considered for each individual allocation or scheme proposal. Other considerations such as
the impact of proposals on landscape, heritage assets and human health and well-being will also be
relevant to assessing the suitability of proposals for renewable energy schemes.

Note 2: Future DPDs will contain more detailed policies which are likely to include site specific
requirements in respect of renewable energy, and the submission of Energy Statements to demonstrate
that the requirements of this policy (Policy CS13) and other relevant policies have been met. For the time
being, the 10% reduction should be calculated as the maximum level carbon dioxide emissions (or “Target
Emissions Rate”) permitted under the Building Regulations Part L at the time of submission.

Following the adoption of zero carbon standards (however they are ultimately defined) under Part L, the
reduction should be calculated from the predicted carbon dioxide emissions after the application of
energy efficiency measures that meet or exceed the minimum Fabric Energy Efficiency Standards set
out within Part L.

Note 3: The local planning authority will determine which development proposals are considered to be

“large-scale”(as a guide these are likely to be larger than ‘major’ development as currently defined, but
will be assessed with regard to the locality and context of the proposal).

3.3.9 Green Infrastructure

Green Infrastructure is the network of multi-functional greenspace such as natural
landscape features, open spaces and corridors between built up areas. They are critical to
the character of an area and make a positive contribution to health and well-being of a local
community, visual amenity of an area, recreation opportunities for all, wildlife habitats and
cultural heritage. In addition Green Infrastructure can establish benefits which help to
mitigate the impacts of climate change. Green Infrastructure also plays an important role
when associated with new development. Such development may place a threat to other
existing, more sensitive locations from increased numbers of visitors, as a direct result of
the increase in the population arising from a particular development. A case in point where
this may be an important consideration here is the Ipswich Fringe. The proximity of the
Ipswich urban fringe to the Stour and Orwell estuaries and the Special Protection Areas
that cover the areas around them could be a potential concern if sufficient management of
alternative recreational opportunities through a strong emphasis on Green Infrastructure is
not integral to the shape and design of any development in this area. The area policy CS7
for the new direction of growth in the Ipswich fringe provides further policy guidance in this
respect.

A good network of multi-functional green infrastructure within and between urban and rural
areas should aim to achieve the following;

• Create links which connect existing spaces to each other especially close to areas
where people live and work;

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• Contribute to habitat connectivity and to habitat creation, protection and enhancement;
• Assist in adapting to climate change and contribute towards mitigating climate change;
• Promote healthy living by providing opportunities for exercise;
• Improve access and recreation opportunities including providing alternative locations
away from more sensitive locations;
• Enhance links from urban areas to the countryside;
• Enhance the character and local distinctiveness of the landscape;
• Make a positive contribution to creating a sense of place especially within large new
developments including the strategic sites. Use green infrastructure opportunities to
inform the shape and character of development and ensure the design reflects this.
Green field sites and those within or close to sensitive landscapes will be particularly
important, including the strategic site at the Ipswich fringe.

Policy CS14: Green Infrastructure

Existing green infrastructure will be protected and enhanced. In new developments
green infrastructure will be a key consideration and on the larger sites it will be
central to the character and layout of development. All new development will make
provision for high quality, multi-functional green infrastructure appropriate to the
scale and nature of the proposal. Particular consideration will be given to ensuring
new provision establishes links with existing Green infrastructure, providing a well
connected network of green infrastructure in urban and rural areas.

Specific requirements, characteristics and standards of GI provision within
strategic sites and larger site allocations will be identified in the Site allocations
DPD and where appropriate through master planning mechanisms.

Note: The local planning authority will determine which development proposals are considered to be on
“larger sites”.

3.3.10 Enhancing Quality and Ensuring Sustainability

Development at any scale has an effect on the lives of people who live or work in or near to
it. Whether the new development is a shop-front, a factory, a farm building or hundreds of
new homes it has a part to play in contributing positively to achieving the objectives of the
Babergh Local Plan. Good design is important to people, and essential if new development
is to be successfully assimilated in the district.

The impact of new development goes beyond appearance, and it is important that it is
designed to respect the environment, make the best use of scarce resources, ensure
sufficient infrastructure is available or provided, and contribute positively to and to cope with
the effects of climate change.

3.3.11 Brownfield Land: The Babergh Approach

Brownfield land is in short supply in this district, and what is available is often subject to
competing pressures from housing and employment development. It is important as a
general (but often crude) principle that the use of brownfield land is prioritised. However,
although land is largely a finite resource, the level of brownfield land re-use is not
considered a very good indicator in itself of sustainable development. This is partly

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because brownfield land targets, especially when afforded undue weight for residential
development in planning decisions, can result in inappropriate uses of sites or displacement
of existing uses, including existing beneficial uses. Further, the most suitable use of a site
in planning terms may be precluded and sometimes an inappropriate use of a site
altogether can result. These types of scenarios can often be both contrary to sustainable
development principles and militate against the creation of quality developments and
environments.

For such reasons, our approach is:

• for the preference for redeveloping brownfield land over greenfield land to apply
equally to all forms of development, not just residential development, since it is
irrational to apply it only to residential development;
• to attach greater weight to ensuring sustainable developments, quality and good
design, and less weight to the priority of the re-use of brownfield land in considering
proposals for development.

Babergh’s circumstances, evidence and priorities suggest that 45% would be a locally
appropriate brownfield land re-use target. This would be in line with the target level that has
been used as a local Babergh performance indicator.

Brownfield Land: Re-use Target

Babergh will monitor development performance in relation to brownfield land re-
use against an overall land re-use target of 45%. This will apply as an overall
target for all forms of development (not just residential development) which will
all be treated the same in relation to this consideration.

The District Council does not consider that the achievement or otherwise of such a

‘target’ as this should be treated as a material consideration in the determination of
planning applications or other planning decisions.

The Sustainability, Climate Change and Environment Background Paper includes further detail on this.

Efficient Use of Land and Development Density

The Council supports the need to make efficient and effective use of both brownfield and
greenfield land and recognises that higher density developments need not be harmful or
unacceptable for development schemes, provided good quality design is used. Whilst
having due regard to context, existing character and development density need not
necessarily be replicated. The subsequent Development Management and Site Specifics
documents will provide development density ranges appropriate to localities and different
types of locations, through engagement with the local community and consideration of local
context, and having regard to wider sustainability considerations.

Strategic Developments

Strategic and other large new development proposals will be required to be the subject of
prior consultation with the local community, and this is best achieved through an iterative
process of masterplanning. Initial discussion and consultation with local communities and
with the local planning authority may be through Development Briefs leading to an
approved masterplan submitted with the planning application.

A masterplan must be a comprehensive design strategy for the whole scheme over the
lifetime of its development. Within the boundaries of the proposed development area it will
define neighbourhoods and development parcels and their phasing, including any growth
envisaged beyond the plan period. It should set design principles and specify design
features and matters such as materials, height, layout, density, mix of uses, and

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demonstrate how local distinctiveness is achieved throughout all elements of the
development. A masterplan should show green infrastructure and links, major landscaping
and open space proposals to assimilate new development into the landscape and the
creation of new habitats, and a bio-diversity plan, including species and habitat protection,
mitigation, compensation and new habitat creation measures for sustainability.

A masterplan is also the vehicle for showing the range and mix of housing types and the
level of affordable housing provision and the density of housing / mix of uses for each
neighbourhood. The location and design principles of employment sites and any social and
community infrastructure provision should also be shown.

Measures to promote healthy living and sustainable living patterns should be outlined,
including development of Travel Plans where appropriate. Pedestrian and cycle links are
very important in new developments, providing opportunities for regular exercise as well as
safe routes to work, school and community facilities. These are particularly important on the
edge of urban areas, and should include access to all workplaces, shops, and community
facilities, as well as providing access to the surrounding countryside and open spaces.

Specific requirements that should be addressed in masterplans will be identified in the Site
Allocations DPD, and guidance on matters to be included in the Development Management
DPD.

A key element to achieving sustainable development is good and appropriate design with
the overall objective being that it contributes positively to making places better for people.
Design is about more than aesthetics of a development, but also ensuring usable durable
places. The underlying principles which contribute to good and successful design are
outlined in the NPPF and reflected in Policy CS15 and Policies CS4-11. Further detail or
criteria for achieving high quality design will be set out in subsequent Development Plan
Documents.

The following policy brings together the elements of sustainable development and the
principles of good design. The principles behind the policy are relevant to all new
development whether large or small, whether it is a domestic extension or a new
supermarket, urban or rural, business or residential. As such it will be applied in a
proportionate way depending on the scale and exact nature of the proposal.

Policy CS15: Implementing Sustainable Development in Babergh

Proposals for development must respect the local context and character of the
different parts of the district, and where relevant should demonstrate how the
proposal addresses the key issues and contributes to meeting the objectives
of the this Local Plan. All new development within the district, will be required
to demonstrate the principles of sustainable development and will be
assessed against the presumption in favour of sustainable development – as
interpreted and applied locally to the Babergh context (through the policies
and proposals of this Local Plan), and in particular, and where appropriate to
the scale and nature of the proposal, should:

• respect the landscape, landscape features, streetscape / townscape,
heritage assets, important spaces and historic views;

• make a positive contribution to the local character, shape and scale of the
area;

• protect or create jobs and sites to strengthen or diversify the local

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economy particularly through the potential for new employment in higher
skilled occupations to help to reduce the level of out-commuting, and raise
workforce skills and incomes;

• ensure an appropriate level of services, facilities and infrastructure are
available or provided to serve the proposed development;

• retain, protect or enhance local services and facilities and rural
communities;

• consider the aspirations and level and range of support required to address
deprivation, access to services, and the wider needs of an aging population
and also those of smaller rural communities;

• protect and enhance biodiversity, prioritise the use of brownfield land for
development ensuring any risk of contamination is identified and adequately
managed, and make efficient use of greenfield land and scarce resources;

• address climate change through design, adaptation, mitigation and by
incorporating or producing sources of renewable or low-carbon energy;

• make provision for open space, amenity, leisure and play through providing,
enhancing and contributing to the green infrastructure of the district;

• create green spaces and / or extend existing green infrastructure to provide
opportunities for exercise and access to shady outdoor space within new
developments, and increase the connectivity of habitats and th e
enhancement of biodiversity, and mitigate some of the impacts of climate
change e.g. enhancement of natural cooling and reduction in the heat island
effect, provision of pollution sequestration for the absorption of greenhouse
gases, and through the design and incorporation of flood water storage
areas, sustainable drainage systems (SUDs);

• minimise the exposure of people and property to the risks of all sources of
flooding by taking a sequential risk-based approach to development, and
where appropriate, reduce overall flood risk and incorporate measures to
manage and mitigate flood risk;

• minimise surface water run-off and incorporate sustainable drainage
systems (SUDs) where appropriate;

• minimise the demand for potable water in line with, or improving o n
government targets, and ensure there is no deterioration of the status of the
water environment in terms of water quality, water quantity and physical
characteristics;

• minimise waste (including waste water) during construction, and promote
and provide for the reduction, re-use and recycling of all types of waste from
the completed development;

• minimise the energy demand of the site through appropriate layout and
orientation (passive design) and the use of building methods, materials and
construction techniques that optimise energy efficiency and are resilient to
climate change (e.g. resilience to high winds and driving rain);

• promote healthy living and be accessible to people of all abilities including
those with mobility impairments;

• protect air quality and ensure the implementation of the Cross Street
(Sudbury) Air Quality Action Plan is not compromised;

• seek to minimise the need to travel by car using the following hierarchy:
walking, cycling, public transport, commercial vehicles and cars) thus
improving air quality; and

• where appropriate to the scale of the proposal, provide a transport
assessment /Travel Plan showing how car based travel to and from the site

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can be minimised, and proposals for the provision of infrastructure and
opportunities for electric, plug-in hybrid vehicles, and car sharing
schemes.

The production of development briefs/masterplans will be required where
proposals warrant such an approach owing to the scale, location or mix of
uses. A landscape/townscape appraisal, energy strategy, multifunctional
green infrastructure strategy and design and a design concept statement will
be essential components of development briefs and masterplans, alongside
the sustainability assessments required in Policy CS12.

Proposals for development must ensure adequate protection, enhancement,
compensation and / or mitigation, as appropriate are given to distinctive local
features which characterise the landscape and heritage assets of Babergh’s
built and natural environment within designated sites covered by statutory
legislation, such as AONBs, Conservation Areas, etc. and local designations
such as Special Landscape Areas and County Wildlife Sites, and also local
features and habitats that fall outside these identified areas. In particular
proposals should protect and where possible enhance the landscape and
heritage areas including habitats and features of landscape, historic,
architectural, archaeological, biological, hydrological and geological interest.
Adaptation or mitigation will be required if evidence indicates there will be
damaging impacts if a proposal is otherwise acceptable and granted planning
permission.

With regard to the SPAs, SACs and Ramsar sites any development that would
have an adverse effect on the integrity of a European site including candidate /
proposed sites either alone or in combination with other plans or projects will
be refused (see Note 2).

Note 1: Mitigation, adaptation and enhancement will need to reflect the existing landscape character
and / or historic pattern / characteristics and provide relevant features appropriate to the specific area /
location including habitat type, respecting the biodiversity, geodiversity or historic character of the
location affected. Biodiversity in this context includes, but is not limited to, legally protected sites.

Note 2: that is unless the project passes the tests in Regulation 62 of The Conservation of Habitats and
Species Regulations 2010 as referred to above. Any development proposal that would be likely to have
a significant effect on a European site, either alone or in combination with other plans or projects, will
be subject to assessment under the Habitat Regulations at Site Allocation and/or project application
stage. The HRA for this Core Strategy does not obviate the need for such an assessment. If it cannot
be ascertained that there would be no adverse effects on site integrity the project will be refused unless
it passes the tests in Regulation 62, in which case any necessary compensatory measures will need to
be secured in accordance with Regulation 66. Any development that would have an adverse effect on
the integrity of a European site, either alone or in combination with other plans or projects would not be
in accordance with the Core Strategy.

Note 3: The Development Management and Site Allocations DPDs will contain more detailed policies

which are likely to include site specific requirements in respect of sustainable design and development
(including Code for Sustainable Homes levels [or equivalent replacement standard]), and the
submission of Sustainability Statements to demonstrate that the requirements of Policy CS15 and other
relevant policies have been met.

3.4 Mixed and Balanced Communities

The Babergh District and beyond is made up of many communities. The aim is to retain
those existing mixed and balanced communities and ensure that development sustains and
enhances them. A successful community is one which is mixed and balanced in the

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broadest sense. This mix includes not only a mix of uses, including homes, jobs and
facilities, but also a mix of people. Planning is at the heart of this by enabling an appropriate
mix of homes to attract families and individuals from a variety of backgrounds, of various
sizes and with a range of social and economic demands. The thrust of the Plan is
underpinned by the presence of mixed and balanced communities, recognising that in the
rural areas, these communities stretch beyond individual towns and villages and also
include a more extensive hinterland.

It is important that opportunities are created to provide economic choices and to offer the
option to live close to where people work wherever possible or desirable. The range of
homes available also needs to reflect the varying needs of the community, and offer
housing size and types which reflect needs at any given time. Affordability of homes is a
key issue in Babergh which can be helped by the policy approach towards affordable
housing and also guiding an appropriate mix and type of housing. Social provision and
infrastructure again has varied demands from different groups within the community. It is
important to ensure opportunities cater for the range of backgrounds within a community
and that infrastructure provided reflects the capacity, and is related to the needs and
demands of, the community using or benefiting from that infrastructure.

Although it is important that new development is balanced with the character of the existing
community and the environment, it can offer benefits which help maintain and support
mixed and balanced communities, for example, by sustaining facilities at the heart of the
community such as primary schools, convenience shops / post offices and Doctor
Surgeries. However new development must ensure it respects the design, character and
shape of the existing community.

3.4.1 The Local Economy – Planning for New Jobs

Babergh is an economically diverse area, with industrial areas at the Ipswich fringe,
Sudbury, Hadleigh and Brantham, traditional retail sectors in the two towns, a high
proportion of small businesses, and tourism and leisure based around the historic villages
of Long Melford, Lavenham, Kersey, and the Orwell and Stour estuaries and the scenic
Constable Country. There is a significant agricultural base, and historically, Babergh has
had a relatively high proportion of manufacturing employment.

Economic activity rates in Babergh are noticeably higher than national or regional levels,
and unemployment levels are lower. The District compares favourably with the wider region
in terms of level of highly qualified inhabitants, but is still below the national average. In
terms of weekly earnings Babergh is considerably below county, regional and national
levels. In 2001 Babergh had the (joint) largest proportion of out-commuting out of all
Suffolk’s districts with 43% of its employed population working outside of the district.

The attractive landscape, estuaries, and coastline, and the historic towns and villages in the
district form the base of an important cultural and historic leisure and tourism sector.
Businesses in this sector are important contributors to the local economy and include
leisure activities that attract spending all year round from people within the district and the
immediate area, to the more conventional tourism associated with people visiting from
outside the region on day trips, taking short breaks, and longer summer holidays.

3.4.2 Town and Village Centres

Sudbury/ Great Cornard, Hadleigh and the larger villages provide the shops and services
that residents need for their day to day needs (convenience shopping). Sudbury/ Great
Cornard is the hub of a wide rural area and provides a good range of non-food shops
(comparison shopping), services and leisure activities. Hadleigh provides a good range of
shops, including individual and specialist shops, there is an allocation from the 2006 Local

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Plan for a supermarket, and the town has an important role as a tourism and visitor
destination.

The Core Villages provide local shops, services and community facilities and many of these
villages also attract visitors and tourists and provide employment in specialist shops, pubs,
hotels and restaurants. This additional ‘layer’ of economic activity undoubtedly contributes
to the vitality and viability of these villages. In the towns and urban areas, particularly
Sudbury and Great Cornard and Pinewood in the Babergh urban area on the fringe of
Ipswich, local centres provide much needed shops and services, and where these urban
edges are expanding these local centres are an essential part of local infrastructure.

This hierarchy of centres within Babergh is part of a wider regional and sub-regional
hierarchy, in particular Ipswich, Colchester and Bury St Edmunds, and higher order centres
at Norwich, Cambridge and London.

The out-of-town retail and service area at Copdock sits outside this hierarchy of shops and
services. It provides an important service facility (petrol filling station, food and rest area
facilities) for motorists, park and ride to Ipswich town centre, employment and shopping,
and Babergh will continue to support these existing uses, However, an extension in size or
further retail uses in this area will not be supported to protect the town centre vitality and
viability of Ipswich and Hadleigh, and the provision of local facilities within residential
neighbourhoods on the edge of Ipswich.

The centres of the towns, particularly Sudbury, provide the potential for a diverse range of
evening and night-time uses such as cinemas, theatres, restaurants, public houses, bars,
nightclubs and cafes appropriate for local leisure and cultural activities and in enhancing
the tourism ‘offer’ of the Babergh area. Such evening uses must be appropriate to their
location and appeal to a wide range of age and social groups.

The Council will continue to support the provision of a range of shops, services, leisure,
cultural, office, hotels and tourism businesses at a level appropriate in character and to the
location in the shopping hierarchy, and will focus growth and expansion in existing towns,
villages and local centres. The Babergh District Retail Study identified a need for additional
comparison goods in Sudbury. Since the Retail Study was completed permission has been
granted for additional comparison goods retail floorspace in Sudbury, but this would not
meet the identified need in the Retail Study. The supply could potentially also be met
through amalgamating existing shops and small scale redevelopment or intensification of
present buildings. There is also a qualitative requirement for making available larger units.
The Council will identify a site or sites and make allocations, as appropriate, based on the
sequential approach to review and satisfy this need in subsequent DPDs by 2015/16.

Policy CS16: Town, Village and Local Centres

Retail, leisure, tourism, cultural and office development will continue to be
focussed in Sudbury and Hadleigh, and in village and local centres at an
appropriate scale and character for the location, and in new local centres
located in the Strategic Allocations / New Direction of Growth.

New retail, leisure and similar service uses, including evening and night-time
uses, will be assessed for potential impact, including cumulative impact, on
the character and function of the centre / area, anti-social behaviour and
crime, including considering security issues raised by crowded places, and
the amenities of nearby residents, as well as on the vitality and viability of
existing centres.

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The Council will make provision for up to 11 000 square metres of comparison
retail goods by 2021 in Sudbury. This will be based on the sequential
approach.

An extension in size or intensification of retail uses in the Babergh Ipswich
Fringe adjacent to the A14 / A12 / A1214 Copdock interchange will not be
supported, to protect the town centre vitality and viability of Ipswich and
Hadleigh, and the protection and provision of local facilities within residential
neighbourhoods on the edge of Ipswich.

Implementation and Delivery:

A Local Plan / DPD will facilitate the allocation of the comparison goods retail
floorspace in Sudbury. The DPD is programmed for adoption by 2017.
Progress on the DPD and the allocation will be closely monitored and
reviewed as follows:

i) 2017: review progress of Local Plan/ DPD
ii) 2020: review progress of delivery of retail allocation

3.4.3 Local Economic Strategy
Policy Context

The NPPF sets out the government’s objectives for achieving sustainable development by
considering three mutually dependent dimensions of planning: the economic role, social
role and environmental role; and the whole approach to economic growth set out in the
three relevant sections underpins the Framework and the presumption in favour of
sustainable development.. . ,

Paragraphs 18 to 22 advise local authorities on “Building a strong, competitive economy”.
As well as support for business generally, national policy requires Councils to:

• plan proactively to meet the needs of business;
• recognise and seek to address barriers to investment;
• set out a clear economic vision and strategy for the area;
• set criteria or identify strategic sites for local and inward investment;
• support existing business sectors and where possible identify and plan for new or
emerging sectors;
• plan positively for the location, promotion and expansion of clusters or networks of
knowledge driven, creative or high technology industries; and
• facilitate flexible working practices such as the integration of residential and
commercial uses within the same unit.

National policy recognises that town centres are important to the local economy and the
heart of their communities and need to be supported and enhanced (paragraphs 23 to 27 of
the NPPF advise on “Ensuring the vitality of town centres”). Paragraph 28 on “Supporting a
prosperous rural economy” sets out what policies in local and neighbourhood plans should
do to support the sustainable growth and expansion of all types of business and enterprise
in rural areas; promote the development and diversification of agriculture; support
sustainable rural tourism; and promote the retention and development of local services and
community facilities in villages.

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The Local Context

The local economy spreads beyond the administrative boundaries of the district, and
Babergh has worked with neighbouring authorities in the Ipswich Policy Area and, more
recently within the Haven Gateway Partnership. The Haven Gateway sub -region
(recognised by the government as a growth point) has been further divided into Suffolk and
Essex Haven Gateway. Suffolk Haven Gateway (SHG) comprises Ipswich Borough,
Babergh, Mid Suffolk and Suffolk Coastal Districts and is based on Ipswich and the Port of
Felixstowe. Both of these are important economic drivers of economic development and
employment in Babergh.

Working jointly with partners has enabled Babergh to collect and update information and
share evidence to track and plan for the needs of businesses and the local economy. The
Suffolk Haven Gateway Employment Land Review (SHG ELR) (2009) provided the
opportunity to review the quantity, quality and distribution of employment land and premises
in the district, and helped inform the strategy for meeting the long term needs of business
and enterprise in the district.

Babergh encourages the re-use of vacant business premises and sites, and the
redevelopment of derelict and vacant sites and premises that are of poor quality and not fit
for purpose in the 21st century to create opportunities for new businesses, either coming to
Babergh or starting-up, or local firms that want to expand. Being a rural area the amount of
brownfield land is in short supply. Often vacant employment premises and sites are well
located in terms of accessibility for the local labour force, supplies and services, and play a
potentially important role in achieving a balance in providing jobs and homes.

Historically the supply of employment land has been low, and take-up of new sites has
been fast (e.g. Crockett Road in Hadleigh, as an extension to the Lady Lane employment
area, and Churchfield Road on the Chilton Industrial Estate in Sudbury). Business sites and
premises change hands frequently, and firms move to larger premises within the local area
to facilitate expansion. The retention of a range of sites and premises across the district for
employment use is essential to Babergh’s strategy of supporting the local economy and
encouraging growth and innovation, and is therefore included in Policy CS3 as a key
component of an integrated growth strategy. The SHG ELR provides a local and sub
regional context for this approach, and sites will be monitored and reviewed in subsequent
DPDs.

3.4.4 Strategy for the Future

In planning for a growth in jobs in our area we need to consider how we might deliver new
jobs through the plan period. Whilst planning cannot create (or deliver) jobs, planning
polices appropriate to the area can help to encourage, support and enable enterprise and
the delivery of new and expanded businesses.

Babergh’s Economic Strategy is summarised in Policy CS3 and its supporting paragraphs.

The strategy is based on recognising the drivers of our local economy and our existing
strengths, and identifying the potential for future new businesses and employment
opportunities, monitoring, reviewing and where appropriate protecting existing employment
sites and premises, and in ensuring sufficient land is made available to provide for the
needs for a diverse range of businesses.

In terms of our strengths, we have identified the following sectors that should be promoted
and encouraged in the district:

• Port and logistics;

• Information and Communications Technology;

• Manufacturing – reflecting the historical advantage/local tradition;

• Tourism and related leisure / hospitality service sector;

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• Non-B Use Class employment – including public sector jobs such as teaching, health
and welfare;

• Rural / Agricultural diversification – including farm shops and farmers markets.

Our approach will be to create opportunities for jobs in these sectors:

• by supporting and encouraging SMEs;

• by regularly reviewing and protecting existing land and premises, and allocating new
sites in the district in locations that meet the needs of the local economy;

• by creating sustainable new mixed use developments; and

• through flexible policies that support B and non-B Use Class employment in sectors
such as construction, and in the tourism/culture/leisure/hospitality sectors, and
encourage new ways of working, particularly home working.

The evidence shows two main economic growth poles, or zones of influence, for Babergh,
Ipswich/the Ipswich Fringe / Port of Felixstowe / east Babergh area including Brantham,
and the western growth pole of Sudbury/ Great Cornard and outlying satellites of
Glemsford, Acton, Long Melford, and Great Waldingfield. Between these two areas lies

Hadleigh, which is part of the Ipswich ‘travel to work area’ but is also significant in its own
right as an employment base for the town, and as an important local town centre. New
Strategic Allocations and Broad Location for Growth are identified in these three areas to
provide for sustainable development through the plan period, including allocating land for
new and growing businesses.

Planning for new jobs cannot take place in isolation, and we recognise that business
activity doesn’t follow local authority boundaries, and that some of the employment areas in

Babergh are important outside the district because of their location. In addition, Ipswich
borough area is geographically constrained, and within Suffolk and the Haven Gateway
area local authorities have traditionally considered the wider Ipswich Policy Area in
planning for jobs and homes. The Council will continue to work with our neighbouring
authorities and sub-regional economic groups to consider the most appropriate distribution
for new employment development taking into account the needs of businesses, land
availability, environmental constraints, and a sustainable relationship with the parts of the
Ipswich Fringe proposed for housing growth.

The SHG ELR review of allocated sites and joint working with Ipswich Policy Area
neighbours (particularly on sites close to the A14) have identified the importance to the sub
region of strategic employment sites with good access to the A14, A12 and the Port of
Felixstowe. Strategic employment sites within the sub-region that are located in Babergh
district will be monitored and reviewed and where appropriate protected for employment
development and allocated in the Site Allocations DPD. Working with our neighbours helps
the Council to be proactive and identify and aim to meet the needs of businesses and help
the local economy strengthen and grow.

Our approach aims to reflect the economic geography of the district so that the strengths of
each area are recognised and encouraged, suitable existing sites protected and new sites
allocated. The potential capacity of existing sites, sites within new mixed and balanced
communities, and the potential for economic development in Core Villages, have given us a
“bottom-up” target of new jobs for the twenty year plan period.

Local Economic Strategy: Spatial Implications

The Core Strategy and Policies document identifies and allocates those locations and sites
that are of strategic importance to delivery of the economic strategy. These are set out in
Policy CS3 and in their own subsequent policies, although the IP8 site (Ipswich) will be
considered further and dealt with in a subsequent document. A number of other smaller
employment locations / sites remain allocated across the district (covered at present by

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Local Plan saved policies) and the available evidence (ELR late 2009) indicates that these
should be retained. This evidence and the sites concerned will be kept under review and
considered for potential renewal by site allocations in later document(s) of the new Local
Plan, where appropriate. In line with the ELR findings and recommendations and
subsequent evidence, it may also be necessary to make new allocations at that time,
particularly for the Ipswich Policy Area / A14 corridor. The detailed basis for these will be
determined by further evidence preparation and review and allocations to be made in the
latest Local Plan documents when they are produced.

Further employment land / jobs delivery evidence is being prepared, along with more
specific, joint, cross-boundary research on A14 corridor employment sites. This will
facilitate the preparation and maintenance of an employment land / jobs trajectory for the
Plan period. It will be supported by detailed information on each site (including
deliverability) and the whole exercise supported by ongoing monitoring in line with the Plan,
monitor, manage approach.

The Council’s strategy is to encourage and promote proposals that strengthen the local
economy and provide a diversity of employment opportunities. The following existing
business sectors are identified as major employers in the district:

• Manufacturing

• port related logistics/warehousing and distribution

• ICT

• Non-B Use Class businesses including tourism, leisure and hospitality, education,
health and welfare

Development for these sectors will be encouraged, and where appropriate, clusters and /
or networks will be identified through allocations and policies in subsequent Local Plan
documents. All proposals for development should comply with other policies in the Core
Strategy and Policies document, particularly Policy CS15, and other subsequent
documents as appropriate.

3.4.5 Rural Economy

A key objective of the strategy, in line with those of the Government is to promote
opportunities for sustainable economic growth. In a rural district this must include
appropriate growth of the rural economy. This needs to be balanced with protecting the
countryside for the sake of its intrinsic character and beauty and the diversity of its
landscapes, heritage and wildlife and the wealth of natural resources. Most development
should be located in the towns and urban areas where more people have access to
opportunities. Local centres in rural areas also form accessible hubs and provide
opportunities for some employment in these areas serving these communities and the rural
hinterland. This is intrinsically linked to the “functional cluster” approach described above.

Core Villages and some Hinterland Villages may already provide a focus for many
communities for a number of needs.

Redundant buildings in or close to rural settlements also provide opportunities for new and
expanding local businesses, enterprise and innovation. Farm diversification and the re-use
of suitable buildings will continue to be encouraged where development is sustainable and
meets national planning policies and Policy CS15 in this Core Strategy and Policies
document.

Sustainable new development supports economic growth in rural areas, and appropriate
employment opportunities in these locations provide local employment, and offer
opportunities closer to home, rather than relying only on the larger urban centres, although
it is recognised this is where most employment should be located.

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The Climate Change Strategy set out above includes a commitment that the Council will
encourage existing and new businesses to locate and grow to meet the demand for
products throughout the supply chain to serve the renewable / low carbon energy industry
in Suffolk and north Essex. Such businesses are often small scale and in many cases could
be appropriate occupants for a converted redundant building or rural location. Such
businesses would add to the diversity of employment opportunities that Babergh seeks to
nurture in the rural area.

Often opportunities for rural employment in an area like Babergh are associated with
tourism. Wherever possible, support for the tourism economy will be encouraged, within the
many popular locations in the district. The NPPF requires support for sustainable rural
tourism and leisure developments that benefit rural businesses, communities and visitors
and which respect the character of the countryside,. It remains necessary however, to
ensure environmentally sensitive sites and landscapes are protected.

Tourism related development includes accommodation, and the potential to encourage and
enhance the visitor offer in Babergh district will be explored further. As well as the
traditional visitor accommodation such as hotels, bed and breakfast, and self-catering
accommodation there is a need to meet demand for camping. More UK residents are taking
holidays at home rather than travelling abroad (the so-called “staycation”). There is a
growing number of leisure experiences, such as festivals, which together with a resurgence
in the popularity of various forms of camping from motorhomes and caravans to ready-
erected tents and temporary structures, and luxury or glamorous camping

(”glamping”), mean that this area of tourism and leisure has the potential to play a part in
the growth of the local economy. The Council will support sustainable rural tourism and
leisure development where identified needs are not met by existing facilities in Core and
Hinterland Villages.

Policy CS17: The Rural Economy

Historic villages, such as Lavenham and Long Melford and coastal villages
such as Chelmondiston and Shotley play an important role in tourism and
leisure within the district, and appropriate new development that supports this
role will be encouraged.

The economy in the rural area will be supported through a number of
measures including:

a) through the encouragement of :

• proposals for farm diversification;

• the re-use of redundant rural buildings;

• sustainable tourism and leisure based businesses (including those
offering a diverse range of visitor accommodation, activities or
experiences);

• businesses involved in the renewable energy / low carbon industry at an
appropriate scale for the location;

• rural ‘business parks’, and workshops, rural and community business
‘hubs’ that share facilities and other innovative rural enterprises, and
innovative business practices such as co-operatives or micro-
businesses based on shared facilities / services;

• and where appropriate, farm shops and farmers markets; and

b) support for / promotion of rural businesses.

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All proposals for development should comply with other policies in the Core
Strategies and Policies document, particularly Policy CS1 5, and other
subsequent documents as appropriate.

3.5 Homes for All

3.5.1 Background

There is a national need for more homes. The Government’s 2011 Housing Strategy –
Laying the Foundations: A Housing Strategy for England – recognises that supply of
housing has not kept pace with demand for the last 15 years. Against the overall need for
more homes, different groups of people and individual communities have particular
demands and, often, urgent needs for different accommodation.

The Evidence

Babergh’s stock of housing is predominantly owner-occupied houses and are larger
(number of rooms) than the rest of England. However, the average household size has
fallen from 2.48 people per household in 1991 to an estimated 2.28 in 2010 and, according
to the Government’s 2008- based household projections, the average size will fall further to
2.12 in 2031. This means that, overall, smaller homes (1-3 bedrooms) will tend to be
required.

If the past trends used in the 2008-based household projections are continued nationally,
the number of lone parent households will more than double between 2001 and 2031 and
account for nearly 20% of the total increase in households. Given that lone parent
households are, proportionately, more likely to live in social housing or live in private rented
accommodation supported by housing benefit, a greater demand for affordable homes will,
therefore, come from lone parent households. Using the Government’s projections, the
proportion of lone parent households in Babergh could increase from 4% in 2001 to 7% in
2031.

A further trend will be for more households to be occupied by older people. Babergh is
already witnessing this trend. Between 2001 and 2011, households whose head (also
known as reference person) was aged 65 or over increased by nearly 2,000, which is more
than double the other age groups combined (heads aged 15-64 grew by 570). By 2031,
most (57%) of the projected change in the number of households will be in households with
a reference person aged 80 or over. By contrast, the number of households aged 40 – 59
are projected to fall by 7%.

The accommodation needs of the elderly or those who need specialist support is currently
not fully addressed in Babergh. This demand will increase whilst the provision of care will
be less institutionalised and through increased support services of older people living at
home, sheltered housing, and close-care housing schemes. Measures to address these
particular needs/ demands will require specific attention and the Local Plan has been made
to assist in ensuring that the actions of all parties may be directed successfully to meeting
the accommodation needs of the elderly.

Local Context

Babergh is a rural district with few sites coming forward for larger developments,
particularly in rural areas. All but very small developments have the potential to deliver a
wide choice of homes and contribute towards sustaining mixed communities. It is not

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considered practical to require a particular mix of dwellings on very small sites; although
these developments should contribute to the overall aims of mixed communities, including
opportunities for people wishing to build their own homes. Larger strategic developments
will have an important role to play in creating inclusive and mixed communities through
addressing the particular needs of disadvantaged groups within the community, including
the elderly population and vulnerable groups in the district. Babergh District Council will
work with Suffolk’s Health and Wellbeing Board in encouraging developers to achieve
standards similar to those promoted by the Lifetime Homes and Lifetime Neighbourhoods
initiatives.

Having a policy, by itself, is not enough, and the delivery of a mix of housing and housing
supply in the district will be monitored to inform appropriate management actions if and
when required. In addition, the site assessment and selection process that will be used in
preparing the Site Allocations DPD will include a range of criteria appropriate to the size,
location and constraints (including viability issues) of each site and policies will be
developed that address particular needs as appropriate.

Responses at the Issues and Options consultation stage were in favour of including a
policy about mix of dwelling sizes and types in the Local Plan to deal with this issue. This
was reinforced in feedback to the Growth Issues consultation and engagement with town
and parish councils in the autumn of 2010.

3.5.2 Gypsies and Travellers

Nationally, and in East Anglia, Gypsy and Traveller communities are amongst the most
deprived groups with poor access to accommodation, health, education, employment and
other opportunities. Some of the aims of the National Policy for Traveller Sites are to
reduce unauthorised developments and encampments, reduce under-provision in Gypsy
and Traveller accommodation and, importantly, to increase the number of traveller sites in
appropriate locations with planning permission. The application of Policy CS18, plus
Policies CS2 and CS15, needs to be considered within this national planning context.

Gypsies, Travellers and Travelling Showpeople have their own specific accommodation
needs, which the Council is required to assess and address. A cross-boundary Gypsy and
Traveller Accommodation Assessment for Suffolk was completed in 2007. A review is being
undertaken in 2012, the results of which will inform future policy and decisions.

The 2007 Assessment concluded that one permanent pitch is required to meet existing
needs and that five sites are required throughout Suffolk (each being 8-12 pitches) to
address the trend for unauthorised encampments. Whilst no additional need for permanent
pitches has emerged since 2007, the trend for unauthorised encampments has continued..
Babergh will work with Gypsy and Traveller communities, the Homes and Communities
Agency (HCA), the County Council and with neighbouring authorities, to meet identified
local need for permanent and transit pitches. A first step to addressing the need for transit
pitches will be to identify sites and agree selection criteria with all other authorities in
Suffolk.

Policy CS18: Mix and Types of Dwellings

Residential development that provides for the needs of the District’s
population, particularly the needs of older people will be supported where
such local needs exist, and at a scale appropriate to the size of the
development.

The mix, type and size of the housing development will be expected to reflect

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established needs in the Babergh district (see also Policy CS15).

Development on strategic housing sites or mixed use developments with a
substantial residential element will be required to make provision for the
accommodation needs of vulnerable or identified groups of people, as
reflected in established local needs assessments.

New pitches / plots will be provided at an appropriate level and in suitable
locations to meet the identified needs of Gypsies and Travellers / Travelling
Showpeople in the district if these arise. The preferred approach to meeting
needs is to be through strategic housing sites or mixed use developments, or
through small sites according to the settlement pattern and depending upon
the nature of identified need. The Council will continue to work on cross-
boundary matters with neighbouring authorities to meet identified needs for
transit site pitches. Proposals for new pitches / plots will be assessed against
the policies of this Local Plan (particularly Policies CS2 and CS15) and
relevant policies of subsequent DPD(s).

Note: ‘strategic housing sites’ are those identified in this Local Plan. This will include site allocation
policies that will set out the requirements for the development, including any specific accommodation
needs that have been identified through evidence based studies (such as the Housing Needs Survey

/Strategic Housing Market Assessment or Local (Parish) needs surveys). ‘Accommodation needs’
include the need for appropriately designed market housing, as well as a mix of social housing sizes
and types designed to meet the affordable housing policy targets.

3.5.3 Affordable Homes

Affordable housing is a key priority in Babergh and delivering affordable housing will help to
create mixed and balanced communities. It will also ‘widen opportunities for home
ownership and ensure high quality housing for those who cannot afford market housing, in
particular those who are vulnerable or in need’.

The Council has a good track record in affordable housing delivery and has used a variety
of effective approaches to deliver affordable housing in the past including planning
obligations, rural exception sites and through the use of Council owned land. However,
housing in Babergh continues to be less affordable than the rest of the country. In 2011, the
ration of entry-level purchase prices to median incomes was 6:4; a ratio greater than the
rest of the Ipswich Housing Market and almost double the established affordability ration of
2.5.

There is a substantial need for affordable housing in the district and it is expected to remain
as such for the Plan period. It is suggested that this need would not be addressed by
predicted supply. Whilst it is necessary to deliver as much affordable housing as possible, a
realistic and achievable target has to be set. Local evidence suggests that, based on
viability and housing needs across the district, there is scope to remove site size thresholds
(that is the size of open market residential sites at which affordable housing requirements
will apply) to increase affordable housing delivery. The evidence also suggests that the
current affordable housing requirements of 35% would still be an appropriate target for the
plan period.

The policy sets out a target of 35% affordable housing for all residential development. This
is appropriate to all locations, whether it is a small group of dwellings in a village, an infill
development in a town, or a conversion or change of use, and is an equitable application of
policy that will contribute to the provision of affordable housing in the district over time. The
policy will apply where the proposed development results in a net gain, i.e. if the proposal is
for the demolition of one dwelling and erection of four dwellings the 35% affordable housing
target will apply to three dwellings.

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The evidence shows us that at present there is mainly a need for social rented
accommodation in the district, with a tenure split of 75% social rented (see glossary for
definition) and 25% intermediate affordable housing. This tenure split was established by
the Housing Needs Survey of 2008 and tested as part of the viability assessment. A new
type of rented product, known as Affordable Rent was introduced by the Government in
2011 (see glossary). The impact of this has yet to assessed, but in any event the evidence
will be updated on a regular basis to reflect changing needs and circumstances within our
communities ensuring that tenure requirements are based upon the most up to date
established needs in our communities.

Responses at the Issues and Options stage indicated support for affordable housing
requirements to remain at 35%, although in terms of thresholds, responses favoured lower
affordable housing requirements for lower thresholds. The need for affordable housing was
further reinforced in feedback to the Growth Issues consultation and engagement with town
and parish councils in the autumn of 2010.

The type of homes proposed should meet the identified need in the most appropriate way
for that location, including size, scale and design (e.g. the development may need to
consider single-storey buildings either as individual dwellings or in groups, and a ‘lifetime
homes’ approach to suit local circumstances).

Provision of affordable homes in new developments will be determined on a site-by-site
basis by considerations such as location, site circumstances and viability, and will be
expected to be delivered on site. Where the proposed development is for one or two
dwellings only, and in other exceptional circumstances where affordable housing cannot be
provided on site, a commuted sum will be required instead, to add to the existing housing
stock in the locality. The delivery of affordable housing and housing supply in the district will
be monitored and this will inform appropriate management actions if and when required.

3.5.5 Rural Affordable Homes

Traditionally, rural affordable housing has largely been brought forward through the use of
a rural exceptions affordable housing policy, and there is evidence that there will continue
to be a need for the provision of affordable housing in perpetuity that meets local need in
Babergh’s rural settlements.

There is often considerable difficulty in finding and securing sites for rural exception sites,
particularly in terms of availability, due to a ‘hope value’ (for open market housing) among
landowners holding land adjoining village boundaries. In some cases a site that is
separated from the settlement development boundary by a small area of intervening land or
complex of buildings may be as well related as (or better related than) a site that abuts a
settlement development boundary. The geography of each village is different and
maintaining a rigid requirement for a rural exceptions site to “abut” the settlement
development boundary ignores the reality of this situation.

In any event, development for rural affordable housing needs to be “local”, that is it should
relate well to the population from which the need arises. Because the functional cluster
approach that has informed our settlement pattern and growth and distribution policies is
based on the day-to-day connections – the practical real-life experience of Babergh village
residents, it should have an important role to play in focussing site selection for rural
affordable homes. By identifying Core Villages and their clusters it widens the opportunity
for local needs to be met on land or within schemes being developed at other, more
sustainable locations within a cluster. Some rural settlements may be very small and/or
scattered, and where it is not possible to identify a rural exception site within that settlement
the need could be met in a nearby Hinterland or Core Village within that cluster or clusters

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(in the case of settlements where the ‘boundaries’ of the clusters overlap). This way of
defining ‘local’ also helps to give a clearer framework when considering affordable homes
schemes that rely for their funding through commuted payments, and is in line with
paragraphs 54 and 55 of the NPPF.

Rural exceptions sites are usually, by definition in the countryside, and will therefore need
to be controlled. The criteria-based policy for affordable homes on rural exception sites set
out below requires rural affordable homes to be developed adjacent, or well related to the
settlement development boundaries of Core and Hinterland Villages, and for sites to be well
related to existing villages, and acceptable in relation to site location, design, layout,
landscaping, etc.

Policy CS19: Affordable Homes

In order to promote inclusive and mixed communities all residential
development* will be required to provide 35% affordable housing. Individual
targets may be set for the Strategic Broad Location for Growth and in Core /
Hinterland Villages (Note 4) in Area Action Plan and Site Allocation DPDs.

Where the proposed development is for only one or two dwellings1, and where
affordable homes cannot be provided on site, a commuted sum will be
required2. The tenure types, mixes and sizes of affordable homes will reflect
established needs in the District*. The onus is on developers to provide
documentary evidence to support cases where development viability is a
proven issue, and where such cases are accepted the local planning authority
will determine an appropriate proportion of affordable homes, tenure mix
and/or appropriate levels of commuted sums on a site-by-site basis..

*Note 1: Only where a net gain of dwelling(s) is involved

Note 2: Supplementary guidance will be produced for the time of the policy’s introduction to make clear
the contributions to be required and will be regularly updated

Note 3: As reflected in the most up to date Strategic Housing Market Assessment and Tenancy
Strategy or other relevant evidence
Note 4: Where this is justifiable and supported by up-to-date viability evidence.

Policy CS20: Rural Exception Sites

The Council will take a flexible approach to the location of rural exception
sites in the district, and will allow proposals adjacent, or well related, to the
settlement development boundaries of Core and Hinterland Villages where:

• the development complies with other relevant policies in the Core
Strategy and Policies document, particularly Policy CS15;

• the proposed development by virtue of its size, scale and type will not
exceed the identified local need (including need identified in other
settlements within the same or adjacent / adjoining functional cluster(s));

• the type of dwellings to be provided are consistent with the needs
identified by the housing needs survey and agreed in advance by the
District Council; and where

• the proposed development is appropriate to the size / scale and character
of the village, and is acceptable in terms of other detailed considerations
such as site location and circumstances, design, layout, materials,
landscaping, biodiversity, impacts on the countryside, amenity, and

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access, etc.

Note: The following criteria will be used to assess whether a proposal is well related to the host village:

• physical distance / degree of separation – a sequential approach to site selection will be used (that
is, sites adjacent to the boundary need to be explored first, with sites at increasing distance being
sequentially less preferable in principle);

• the location of the site in relation to the facilities, services and other such sustainability assets (such
as recreation provision, employment opportunities, etc.) of that village;

• accessibility to the village (primarily by non car transport modes) and ability to improve it; and

• visual impacts and ability to integrate the development into the landscape

3.6 Implementation and Monitoring

3.6.1 Key Principle: The Role of Evidence

This Core Strategy and Policies document has been prepared through the gathering,
interpretation and application of a comprehensive supporting evidence base. The
importance and use of evidence in planning is supported strongly in the interests of making
fair, reasonable, rational and defensible planning choices and decisions. Equally, therefore,
without creating onerous requirements upon applicants and developers, it will be a
requirement in principle that development (generally beyond straightforward domestic
alterations) needs to be supported by appropriate evidence, where the determination of
applications or other proposals requires it. The term ‘appropriate evidence’ will mean in
practice a level and complexity of evidence that is proportionate to the particular proposal
(and its complexity) and relevant to its site-specific circumstances.

Key Principle for Planning and Development: The Need for and Use of
Proportionate Evidence

The Council supports and will require the demonstration of evidence in planning and
development matters that is proportionate and therefore appropriate to the particular
proposal or matter under consideration and its site-specific circumstances.

The Council recognises that financial viability is a very important factor and may be a
material consideration in planning and development terms. This includes the fact that
ensuring development viability will be essential in achieving delivery and implementing the
strategies and policies in this document and subsequent Local Plan documents.
Accordingly, the demonstration and interpretation of sound and conclusive evidence on
financial viability considerations will often be required, where this has an important bearing
in planning matters.

3.6.2 Infrastructure Delivery Strategy

The term “infrastructure” is used to refer to all of the facilities that are provided on a
communal basis within a settlement, to enable it to function properly in the current day.
Thus it will include:

• utilities, including waste and
telecommunications
• cultural
• transport – roads, rail, footpaths,
cycleways
• social
• recreational – play areas • educational – schools, nurseries

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• community, including health and
security
• green areas

A number of different agencies apart from the Council are involved with infrastructure
provision, invariably having their own investment programmes, which are governed by
many factors apart from planning policy. There is for example Suffolk County Council which
has just approved its third Local Transport Plan. It also has a Schools Investment
Programme. The NHS has a continuous programme of investment in health infrastructure.
The Environment Agency and Anglian Water are other key investors. Thus the provision of
satisfactory infrastructure involves many other parties apart from the Council.

However, the general public is making it increasingly clear that where new development
takes place, it expects that associated infrastructure will be provided contemporaneously.
By this is meant not just vehicular access and drainage, but all of the amenities that the
occupiers of the particular land use have a right to expect. If it is a residential use, then
green infrastructure in the form of landscape corridors and play areas is expected, and
social infrastructure in the form of education, healthcare, policing and so on is provided. On
larger developments, retail facilities, sports provision and access to public transport
provision may be important. All of these elements contribute towards the objective of
sustainable communities and affect quality of life.

This is a challenge to the Council, to local providers and to developers, involving as it does
many different agencies. In the past many of the agencies have been reactive to
development and reliant upon centrally funded initiatives. Increasingly though, service
providers are looking for contributions from developers, and whilst this is often legitimate, it
brings with it a duty to spend the received monies on the promised infrastructure to an
agreed timetable, and this invariably involves finding some matching funding and taking on
board the revenue implications of continued provision.

This Core Strategy and Policies document can play a vital part in achieving the goal of
coordinated infrastructure provision by setting out clearly the expectations of all parties.

This, combined with the “duty to co-operate” set out in the Localism Act 2011 should
improve performance. Progress on this Infrastructure Delivery Strategy will be monitored by
the Council, and it is expected that all agencies will see the important part their investment
plays in the overall programme, and will tailor their investment strategies accordingly.

The strategy has to be backed up with legal powers to ensure that obligations are met.
These are principally found within Section 106 of the Town and Country Planning Act,
which facilitates a binding legal agreement on such matters between the Council as local
planning authority and the land owner/ developer and successors in title.

A new tool available for use in infrastructure provision is the Community Infrastructure Levy

(a “CIL”). This enables a local planning authority to make a levy on new buildings according
to their size, location and end use, which can then be put towards infrastructure projects. It
is expected that a CIL will be introduced in Babergh, which will be of significant benefit to
the District, and the relevant procedures will be the subject of a Supplementary planning
document. Therefore, the coming years will see the gradual shift of much infrastructure
provision from the section 106 route to the CIL approach, which should be simpler, fairer
and deliver a more comprehensive package of facilities.

Commercial development must also be supported by adequate infrastructure. Structural
landscaping provision and good public transport connections can be critical to ensuring the
success of such developments.

The Council will work with other infrastructure providers to ensure that delivery
programmes are finessed and coordinated with development timetables. Policy CS21
makes clear what the Council expects to achieve in its approach to Infrastructure provision.

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3.6.3 Delivery and Monitoring Framework

The Local Plan provides a clear framework for future development in the District. It aims to
enable the co-ordination of other partners and stakeholders strategies and investment
plans to contribute to efficient and effective delivery.

The Local Plan policies will be delivered through a range of mechanisms, including the
Development Management process, as well as supporting initiatives for which other
partners are the main drivers.

Most policies will require collaborative working between a wide range of bodies, including:
infrastructure providers, developers, service providers, government agencies, parish and
town councils. The Delivery and Monitoring Framework is attached as Appendix 3. It sets
out a summary of what the intended outcomes are for each policy, how they may be
delivered, by whom and when. In addition it broadly indicates the indicators for success, the
risks, flexibilities and contingencies, in the event that monitoring of these point to a failure to
deliver.

The table in Appendix 3 provides a summary and, as such, cannot be regarded as fully
inclusive, but is intended to provide a broad guide to delivery. We have not therefore listed
every outcome or agency involved, but have identified the main ones. The Core Strategy
and Policies document does not deal with details – subsequent documents will address
more detailed issues and outcomes.

The Delivery and Monitoring Framework, set out in full in Appendix 3, covers a summary of
the following elements for each policy in the Core Strategy and Policies document:

• What – Indicates the outcomes that are required to achieve successful delivery of the
Local Plan Policy, including the infrastructure needed to support development.

• How – Illustrates the mechanisms or measures which are relevant to guide or ensure
delivery of the desired outcomes for the policy.

• Who – Identifies the main partners or agencies responsible for delivering the outcomes.
By implication, this will often include the responsibility for funding, which may be
through partnerships and contributions.

• Who / What else – Identifies any key dependencies of agencies or actions which may
be necessary to enable successful delivery of the outcomes of the policy.

• What may happen – Highlights potential risks or unplanned events which may impact
on the ability to successfully deliver the outcomes of the policy. This will include factors
such as viability issues or other unforeseen obstacles which influence the ability to
deliver all or part of the Local Plan policy.

• What if – suggests appropriate flexibilities and contingencies which could be applied in
the event that any risks are realised. It is implicit that continued and robust monitoring
will inform the need to introduce flexibilities or apply the contingencies in order to
successfully deliver the outcomes of the policy.

• When – Indicates the anticipated timescale for the delivery of the outcomes of the
policy. In most cases this is ongoing throughout the plan period, due to the strategic
overarching context of the policies. However, particular policies are linked to a phased
approach, where key timescales are applicable.

• Status – illustrates the extent to which the outcomes of the policy are essential to the
delivery of the objectives of this and wider aspects of the Local Plan. In terms of the
Strategic Sites / New Broad Direction for Growth, this is indicated in respect of the
infrastructure requirements based on the following:

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o Critical (C) Infrastructure which is fundamental for the development to
be built, without which the site would be undevelopable.
o oRequired (R) Infrastructure that has been identified as being
required by stakeholders to provide the expected level of service to
the occupiers of the new development

o Desirable (D) Infrastructure provision which will make the
development more attractive and without which, may not achieve the
comprehensive sustainable development intended.

• Indicators of Success – This identifies the key factors / indicators which will
demonstrate whether the Local Plan Policy is operating successfully. The main
process for this will be through the Annual Monitoring Report, which the Council will
continue to prepare and publish each year. The table in Appendix 3 does not repeat
the indicators within this, but highlights the key factors which may suggest success
or failure in delivering the policy outcomes.

3.6.4 Monitoring

This Plan will influence a wide range of economic, social and environmental matters that
need to be effectively and efficiently monitored. The delivery of new jobs and homes, whilst
important, are not the only items that this plan aims to secure. The vitality of town centres,
the diversity of living organisms, and the emission of carbon dioxide are also items included
in this Plan’s objectives. There are also a wide range of other strategies, public and private,
linked to this Plan.

Babergh District Council must publish a report on how its Local Plan policies are being
achieved at least once a year and will co-operate with other authorities in reviewing its
monitoring framework to better match:

• the Plan’s objectives;
• Government’s priorities;
• requirements arising from the Sustainability Appraisal and HRA; and
• other plans and strategies such as Tenancy Strategies

The provision of infrastructure (summarised in the table in Appendix 3) also needs to be
monitored. Upon charging a Community Infrastructure Levy, local authorities must also
publish a report on income and expenditure including summary details on what the CIL has
been spent. This report will be a critical link between the implementation of the Local Plan
and the application of the CIL.

The Habitats Regulations also require the Council to monitor the impacts of development
on European sites, particularly the Stour and Orwell Estuaries Special Protection Area and
Ramsar Site. The HRA screening suggests that Babergh will primarily need to ensure the
impacts on the Stour and Orwell estuaries are monitored, as other European sites which
could potentially be affected, will be monitored by other councils. As part of this requirement
monitoring reports will include:

• Progress by Babergh and neighbouring councils on the proposals within the Haven
Gateway Green Infrastructure Strategy, and Babergh’s wider Green Infrastructure
Framework; and;

• reviewing information from Natural England, the Wetlands Birds Survey and
organisations monitoring visitor pressure and when appropriate, supplementing this
with additional monitoring requirements in the Stour and Orwell estuaries

Policy CS22 provides the context / commitment to this “monitor and manage” approach.

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Ensuring that delivery of new homes and jobs is supported by evidence based need for
physical and social infrastructure required is critical to achieving successful sustainable
development. Compliance with Policy CS21 is therefore crucial to the delivery of growth
and particularly the implementation of policies CS4, 5, 6, 7, 8, 9, 10 and 11.

Policy CS21: Infrastructure Provision

The District Council will work with service providers, developers and other
partners to develop sustainable places in the Babergh District with safe and
healthy communities and secure the appropriate social, physical and green
infrastructure needed to support these places and safeguard the environment.

The Council will protect, safeguard and enhance existing services, facilities
and amenities that are important to the sustainability of local communities.

All proposals for new housing and commercial development will be required to
be supported by, and make adequate provision for, appropriate infrastructure,
services and facilities to ensure that the development is sustainable and of a
high quality.

Strategic as well as local infrastructure requirements will be planned for.
Those infrastructure items currently foreseen are identified in policies, CS4,
CS6 CS7, and CS10,in the table in Appendix 3. Other items will come forward
as the detailed planning of development progresses and must be provided for.

New development may need to be phased appropriately to ensure the proper
provision of all infrastructure needed to support the development.

Where appropriate the Council will seek on-site provision of infrastructure by
the developer. Alternatively, financial contributions may be required to ensure
timely off-site or on-site delivery of all types of infrastructure, according to
agreed timetables, which will be co-ordinated to relate to the advancement of
the development. Arrangements for the ongoing maintenance of facilities will
be required.

The Council will secure the co-ordinated provision of Infrastructure elements
with development timetables through planning conditions, and Section 106
Agreements attached to the planning permissions for developments, and/or
through a Community Infrastructure Levy programme.

A Supplementary Planning Document will be prepared setting out the
mechanisms that will be used for taking development contributions, including
the scope for pooling of contributions secured within the functional clusters,
together with further details of the types and priorities of infrastructure
provision.

Planning applications which do not make proper provision to secure and
maintain the necessary infrastructure will be refused.

Policy CS22: Monitoring

Annual monitoring will track the delivery of development of new jobs and
homes. It will assess the effectiveness of the Core Strategy and Policies
document and identify any unintended impacts.

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Any critical shortfalls or damaging unintended impacts will be addressed
through management and review as set out in the Annual Monitoring Report,
this will include reviewing impacts on the European sites, as required by the
Habitats Regulations.

Phasing of development will be closely monitored in Sudbury where Policy
CS5 provides a trigger for the broad direction of growth to advance sooner if
the Chilton Woods proposal CS4 has not progressed sufficiently.

The impacts of the Babergh Core Strategies and Policies document on
adjoining districts will also be monitored, as will any impacts of Strategies of
adjoining authorities on Babergh.

The results of this monitoring will be taken into account in the implementation
of the Core Strategy and Policies document, in informing other Development
Planning Documents, including Development Management Policies and will
provide evidence for any future reviews of all or any part of this Local Plan
document.

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Key Diagram

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Note: Terminology and explanations in the Glossary will be updated following publication
of the NPPF prior to further consultation.

Glossary

Affordable Housing – Affordable housing includes social rented and intermediate housing,
provided to specified eligible households whose needs are not met by the market (PPS3
definition).

Affordable Rent Tenancy (ART) – ART is a new type of affordable housing intended to provide
an alternative to, but not replace, social rent.

Air Quality Management Area (AQMA) – An area identified by a Local Authority within its
boundaries where the Air Quality Objectives are not likely to be achieved. The area may
encompass just one or two streets, or it could be much bigger. The Local Authority is subsequently
required to put together a plan to improve air quality in that area – a Local Air Quality Action Plan.

Annual Monitoring Report (AMR) – A report that is published annually and which assesses the
district’s performance against national monitoring indicators and local planning policies. The AMR
also reports on progress made against the LDF timetable set out by the local authority. The content
and frequency of publication of AMRs may be subject to change following enactment of the
Localism Bill (2010 – 11).

Area Action Plans (AAPs) – A type of development plan document relating to specific areas of
major opportunity and change or conservation.

Area of Outstanding Natural Beauty (AONB) – A landscape designation showing that the area is
of national landscape importance, specifically designated by the former Countryside Agency (now
Natural England). There are two such designated areas in Babergh – The Suffolk Coasts & Heaths
AONB and the Dedham Vale AONB.

Biodiversity Action Plan (BAP)

A Biodiversity Action Plan is a program for addressing threatened species and habitats and is
designed to protect and restore biological systems. The plan identifies targets for improving and
protecting biodiversity in an area. There are regional, county and local BAPs.

Babergh Development Framework (BDF) – Simply, the shortened and adopted name for
Babergh’s own Local Development Framework

BREEAM (Building Research Establishment Environmental Assessment Method) – A tool that
allows the owners, users and designers of buildings to review and improve environmental
performance throughout the life of a building.

Brownfield – Brownfield land is land that has been previously developed (but excluding agricultural
buildings and, since 2010, private garden land). Also referred to as Previously Developed Land
(PDL).

Building for Life (BfL) – Building for Life is the national standard for well-designed homes and
neighbourhoods. It is a tool managed by a partnership of Design Council CABE, Home Builders
Federation and Design for Homes. CABE has been absorbed into the Design Council, and
information on Building for Life can be found through archived pages of the Building for Life
website www.buildingforlife.org and on the CABE part of the Design Council’s website
www.designcouncil.org.uk

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Code for Sustainable Homes (CfSH) – An environmental impact rating system for housing in
England. The CfSH sets out standards for energy efficiency and sustainability. More information
can be found on the Department for Communities & Local Government website
www.communities.gov.uk .

Communities & Local Government (CLG) – The central Government Department with overall
responsibilities for planning and many associated functions, and for local government
www.communities.gov.uk

Community Infrastructure Levy (CIL) – The Community Infrastructure Levy is a new planning
charge that was introduced by the Planning Act 2008. It came into force on 6 April 2010. The Act
empowers Local Authorities to set a charge for most developments, through a simple formula
related to the scale and type of scheme. The proceeds of the levy must be spent on local and sub-
regional infrastructure to support the development of the area

Conservation Area – An area of “special architectural or historic interest the character or
appearance of which it is desirable to preserve or enhance” designated by local authorities under
the Planning (Listed Buildings and Conservation Areas) Act 1990 and identified in Development
Plans.

Core Strategy (CS) – The Core Strategy forms the key part of the Babergh Development
Framework. It is a strategic document that sets out the long term spatial vision and strategy for the
district, including working with other organisations to achieve this.

County Wildlife Site (CWS) – A designation for sites in the County which do not benefit from
statutory protection but are of high value to wildlife and are very important in a local context, and
often of regional or national, importance. These sites are identified by the Suffolk Wildlife Trust,
Natural England, Suffolk Biological Records Centre and Suffolk County Council.

Development Brief – A document produced as supplementary planning material that usually deals
with specific ideas / requirements for the development (or redevelopment) of a particular site.
‘Concept Statements’ have the same purpose and may be similar in nature.

Development Management DPD – Part of the Babergh Development Framework containing
criteria based policies which will be applied to ensure that all development meets the overall vision
and strategic policies set out in the Core Strategy. To greater or lesser extent these policies will
need to be taken into account in the determination of the majority of planning applications.

Development Plan – Under current legislation and regulations, the statutory planning framework
for a particular locality (or even group of them) is made up of a Local Plan and other

Development Plan Documents (which may comprise one or more documents).The Localism Act
abolished Regional Strategies in January 2013. (National planning policy / guidance does not form
part of the statutory development plan).

Development Plan Document (DPD) – Statutory planning documents that are part of the Babergh
Development Framework (BDF) and are subject to community consultation and independent
testing by a Government appointed inspector. The Core Strategy is a DPD, which will be followed
by other DPDs, particularly a Site Allocation DPD and Development Management DPD.

East of England Regional Assembly (EERA) – The former regional planning body for the ‘East of
England’ region. EERA oversaw the preparation of Regional Spatial Strategy in this region. (EERA
was dissolved in March 2010).

East of England Plan – See Regional Spatial Strategy (RSS)

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Employment Land Review (ELR) and Strategic Sites Study for SHG – A study carried out in
2009 for the Suffolk Haven Gateway authorities, Ipswich, Suffolk Coastal and Babergh, that
provided a comprehensive picture of the local economy.

Examination in Public (EiP) – The process by which an independent Planning Inspector publicly
examines the soundness of a DPD and any representations made against it before issuing a
binding report.

Flood Zone – Areas that are at risk of flooding, and which are identified by the Environment
Agency – High Risk (Zone 3), Low to Medium Risk (Zone 2), Low Risk (Zone 1).
www.environment-agency.gov.uk

Green Infrastructure – A network comprising multi-functional elements that may include protected
sites, nature reserves, green spaces and greenway linkages, river corridors and flood plains,
migration routes and features of the landscape which are important as wildlife corridors. A useful
definition can be found in a report by Forestry Research (2010) “Benefits of Green Infrastructure”:
“Green Infrastructure refers to the combined structure, position, connectivity and types of green
spaces which together enable delivery of multiple benefits as goods and services. It is important to
consider green infrastructure holistically and at landscape as well as individual site scale.”
( www.forestry.gov.uk)

Greenfield – Land which has not been previously developed, or land that has no recent history of
development (e.g. farmland). (See also Brownfield)

Habitats Regulations Assessment (HRA) – An assessment of whether a plan or project under
consideration is likely to have a significant effect upon an internationally important site such as a
Special Area of Conservation (SAC) or Special Protection Area (SPA), or a Ramsar site.

Haven Gateway (inc. Haven Gateway Partnership – HGP) – The Haven Gateway is a sub-region
that had formerly been recognised as a growth point. It has been further divided into Suffolk and
Essex Haven Gateway. Suffolk Haven Gateway (SHG) comprises Ipswich Borough plus Babergh,
Suffolk Coastal and Mid Suffolk Districts and is based on Ipswich and the Port of Felixstowe. The
Haven Gateway Partnership is a sub-regional Partnership to provide a framework through which its
partners – from both the public and private sectors – could work together to promote economic
opportunities and secure the future prosperity of this international gateway to the UK.

Health Checks (Town Centre Health Checks – TCHCs) – TCHC are checks carried out usually
on an annual basis to provide valuable up-to-date information about towns in the district –
principally Sudbury and Hadleigh. They included a range of information on the general health of
each town.

Housing Stock – The total number of houses in an area (completed).

Housing Needs Survey / Study – A study which assesses the future housing needs of the District
in terms of the size, type, and affordability of dwellings. The Babergh Housing Needs Survey was
published in 2008.

Ipswich Policy Area (IPA) – An area including but stretching well beyond the boundaries of
Ipswich Borough (into Babergh, Mid Suffolk and Suffolk Coastal districts) covering a number of
parishes in each district and used for joint planning and co-ordination purposes by the constituent
local authorities including Suffolk County Council

Key Diagram – The key diagram illustrates the spatial strategy set out in the Core Strategy.

Key Service Centre (KSC) – The term often used to describe and designate larger, service centre
villages typically characteristic of more rural districts like Babergh – these are usually one tier of a
district’s settlement hierarchy for planning and service provision purposes.

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Listed Building – A building or structure designated for its historic, architectural or artistic interest.
Local Authorities have a statutory duty to safeguard listed buildings in their area of jurisdiction.

Localism Bill – The Bill currently (September 2011) proceeding through Parliament that seeks to
bring about the current Government’s Localism (community empowerment) agenda, introduces
changes to the planning system and, when enacted, will abolish Regional Strategies (including the
East of England Plan)

Local Development Document (LDD) – A collective term applied to all documents in Local
Development Frameworks. LDDs include the Core Strategy and other Deve lopment Plan
Documents (DPDs), the Statement of Community Involvement (SCI) and Supplementary Planning
Documents (SPDs).

Local Development Framework (LDF) – A portfolio of documents, developed by a local planning
authority, and which collectively deliver the spatial planning strategy specific to a given area. (See
also BDF).

Local Development Scheme (LDS) – A programming document that local planning authorities
must produce to set out which documents it will produce to make up its LDF and the timetable for
doing so

Local Nature Reserve (LNR) – A non-statutory designation of a site of local nature conservation
significance, declared by local planning authorities.

Local Strategic Partnership (LSP) – LSPs are non-statutory bodies intended to bring together the
public, private, voluntary and community sectors at a local level. There purpose is to improve the
delivery of services and quality of life locally.

Local Transport Plan – The transport strategy prepared by the local transport authority i.e. Suffolk
County Council. The Suffolk Local Transport Plan 2011 – 2031 Part 1: Transport Strategy, Part 2:
Implementation Plan was published in 2011.

Mixed Use Development – A term used to refer to a variety of types of development on a
particular site i.e. housing and employment.

National Planning Policy Framework (NPPF) – A consultation draft of the Government’s National

Planning Policy Framework (NPPF) was published on 25
th
July 2011. The NPPF is described as a
key part of the Government’s reforms “to make the planning system less complex and more
accessible, and to promote sustainable growth”. The NPPF will replace Planning Policy
Statements and Planning Policy Guidance Notes.

Neighbourhood Plans – An important element of the above-mentioned Localism Bill, that seeks to
enable the process of local communities being empowered and taking responsibility for producing
new Plans for their locality

Office for National Statistics (ONS) – The official national organisation for many forms of
statistical data, e.g. the national Census

Open Space – All space of public value, including not just land, but also areas of water such as
rivers, canals, lakes and reservoirs, which can offer opportunities for sport and recreation. They
can also act as a visual amenity and a haven for wildlife, and are a crucial element in green
infrastructure.

Planning Policy Guidance (PPG) – Documents that provide guidance to local authorities and
others on national planning policy across a range of issues such as housing, transport,
conservation, etc. PPGs are being replaced by the NPPF.

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Planning Policy Statement(s) (PPS) – Documents that set out Government’s national policies on
different aspects of spatial planning in England. PPSs are being replaced by the NPPF.

Previously Developed Land (PDL) – See definition for Brownfield

Proposal Map (also known as a Key diagram) – A map which identifies the areas to which
policies and proposals in the development plan document relate.

Public Rights of Way (PRoW) – A public right of way is a highway over which the public have a
right of access along a linear route.

Ramsar Sites – Wetlands of global importance, listed under the Convention on Wetlands of
International Importance (signed in Ramsar, Iran in 1971). In Babergh, both the Orwell and Stour
Estuaries are designated as Ramsar sites.

Retail Study (Colliers CRE) – A study completed in 2008 that provide valuable up-to-date
information about towns in the district, and statistics are available that indicate the importance of
leisure and tourism to the local economy.

Regionally Important Geological or Geomorphological Sites (RIGGs) – Sites identified for their
geological or geomorphological interest, according to certain criteria. They are protected through
the statutory development plan.

Regional Spatial Strategy (RSS) – Formerly provided the broad spatial strategy (i.e. regional
plan) for the region prepared by the former East of England Regional Assembly, and that forms
part of the statutory Development Plan. The East of England RSS was adopted in May 2008 and
abolished following the Localism Act in January 2013.

Saved Policies / Saved Plan – Policies within the Babergh Local Plan Alteration No.2 2006 and
the Suffolk Structure Plan that have been saved for a period of time to allow transition to Local
Development Documents.

Scheduled Ancient Monument (SAM) – A scheduled monument is a ‘nationally important’
archaeological site or historic building, given national protection.

Section 106 (S106) Legal Agreements – Also known as ‘Planning Obligations’, these are legally
binding agreements entered into by the local planning authority / authorities and a developer /
landowner, with the express purpose of mitigating specifically identified adverse impacts of a
particular development

Site Specific Allocations – The allocation of sites for specific or mixed-uses. Policies will identify
any specific requirements for the site. The allocations form part of the Development Plan and will
be set out in a Site Allocations DPD.

Site of Specific Scientific Interest (SSSI) – A SSSI is a conservation designation denoting a
protected area in the United Kingdom. These sites are protected for their biological or geological /
physiographic interests.

SME (Small and Medium Sized Enterprises) – Small and medium enterprises (also small and
medium businesses, SMBs, and variations thereof) are companies whose headcount or turnover
falls below certain limits (headcount for medium size < 250; small size < 50; micro < 10. Spatial Planning – The Core Strategy will ‘join up’ town planning and land use issues with plans and strategies of other stakeholders and service providers that deal with community issues such as health, community safety, housing, employment, community development, education, transport, the environment and regeneration. This is called spatial planning, and ensures development and 102 investment decisions are guided by the objectives and long-term vision for the District. Spatial planning is not limited to things that the District Council control, therefore working with other partners and agencies will be essential. Special Area of Conservation (SACs) - Sites of European importance for nature conservation designated under European law by the Conservation of Natural Habitats and Wild Flora and Fauna Directive Special Landscape Areas (SLAs) - A Special Landscape Area is a local, non-statutory conservation designation used by local government to categorise sensitive landscapes. Special Protection Areas (SPAs) - Sites of European importance for nature conservation designated under European Council Directive 79/409/EEC on the Conservation of Wild Birds (the Birds Directive) Statement of Community Involvement (SCI) - A document setting out the methods by which local authorities will involve local communities in the preparation of Local Development Documents and development control decisions. The SCI is not part of the Development Plan but it is a Local Development Document and is subject to independent examination. Babergh District Council formally adopted its SCI in December 2006. Strategic Environmental Assessment (SEA) - A systematic assessment of the environmental effects of a draft plan. SEAs are open to public consultation and are produced in accordance with national and European regulations. Strategic Housing Market Assessment (SHMA) - A study completed in 2008 and updated in 2010 that looked at the Ipswich Housing Market. The aim of the study was to look at how the Ipswich housing market area operates and what is driving it. The SHMA will be part of the LDF evidence base. Strategic Housing Land Availability Assessment (SHLAA) - An item of the evidence base required under the current planning system / best practice, which sets out to demonstrate that there is sufficient housing land supply available within a local planning authority’s area to meet the housing targets established for that area. Although site specific by nature, this does not / can not allocate sites for development Suffolk Haven Gateway (SHG) - See ‘Haven Gateway’ above Supplementary Planning Document (SPD) - A supplementary Local Development Document that provides further detail of policies in the Development Plan Documents or of saved Local Plan policies. They do not form part of the Development Plan. Babergh District Council has adopted SPDs on Affordable Housing, Safeguarding of Employment Land and the Hamilton Road Quarter, Sudbury. Sustainable Development - A commonly accepted definition of Sustainable Development, based on the 1987 Brundtland Commission, is development which enables people to satisfy their basic needs and enjoy a better quality of life without compromising the quality of life of future generations. The Draft NPPF (July 2011) re-states this definition and goes further to clarify that this applies to planning for prosperity, planning for people and planning for places (paragraph 10). Sustainability Appraisal (SA) - An appraisal that must be carried out on LDD documents. They promote sustainable development by assessing the economic, environmental and social effects of planning policies. Strategic Environmental Assessment - Similar in nature and in some purposes to SA (see above), this process is required under a European Directive, 'on the assessment of the effects of certain [significant] plans and programmes on the environment' 103 Soundness / Tests of Soundness (see also Examination in Public - EiP) - Statutory LDDs are subject to an independent, external EiP by an Inspector appointed by the Secretary of State. The purpose of the examination is to assess whether the document is ‘sound’. ‘Sound’ in this sense basically means fit for purpose. At an EiP those who wish to make a representation seeking a change to the document will need to show how that document is unsound and what needs to be done to make it sound. In order to assess this, the Inspector will assess the document against certain ‘Tests of Soundness’. The purpose is to ensure that the whole plan is ‘sound’ in relation to all the legal and policy criteria it has to meet. Tree Preservation Order (TPO) - A Tree Preservation Order is an order made by a local planning authority which makes it an offence to cut down, top, lop, uproot, wilfully damage or wilfully destroy a tree without the planning authority’s permission. The purpose of the Tree Preservation Order is to protect trees that make a significant impact on their local surroundings in terms of amenity. Urban Fringe - Predominantly open land on the edge of an existing urban area. Use Class Orders - The Use Class Order puts uses of land and buildings into various groupings that have similar implications for the amenity of the area, for example, B Use Classes are defined as follows: Class B1 Business (incl. offices and light industrial); Class B2 General Industrial; Class B8 Storage and distribution. (Note: There are no Classes B3 – B7). Windfall - Windfall sites are those housing developments which have not been specifically identified (as available / suitable) and allocated in the Local Plan / BDF process. They are sites that have unexpectedly become available and could include, for example, large sites resulting from a redevelopment or small sites such as a residential conversion or the creation of a new flat over a shop. 104 APPENDIX 1 Saved Policies to be Replaced by the Babergh Core Strategy (Part 1 of new Local Plan 2011 – 2031) Saved Policy no. Saved Policy Title Replacement Local Plan policies LP01 Planning Obligation Superseding policies: CS15, CS21 Core Strategy Objectives: 1, 4, 5, 6, 7, 8 NPPF paragraphs 17, 203-206. EN02 CWSs, RIGGS, LNRS Superseding policies: CS15 Core Strategy Objectives: 4, 5, 6 NPPF paragraphs 17, 107, 117-118. EN04 Semi Natural Habitats Superseding policies: CS15 Core Strategy Objectives: 4, 5, 6 NPPF paragraphs 17, 117-118. EN06 Habitat Creation Superseding policies: CS14 and CS15 Core Strategy Objectives: 4, 5, 6 NPPF paragraphs 17, 117-118. EN09 Conservation of Energy Superseding policies: CS13 and CS15 Core Strategy Objectives: 4, 5, 6 105 Saved Policy no. Saved Policy Title Replacement Local Plan policies NPPF paragraphs 17, 94-96. EN10 Renewable Energy Superseding policies: CS13 Core Strategy Objectives: 5 NPPF paragraphs 17, 97-98. EN13 Water Conservation Superseding policies: CS12 and CS15 Core Strategy Objectives: 4, 5, 6 NPPF paragraphs 17, 94-95. EN21 Recycling Facilities Refuse/Compost Superseding policies: CS12 and CS15 Core Strategy Objectives: 4, 5, 6 NPPF paragraphs 17, 58. HS01 Towns Superseding policies: CS2, CS3, CS4, CS6, CS15, CS16 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 156-157. HS02 Villages Superseding policies: CS2, CS11, CS15 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 106 Saved Policy no. Saved Policy Title Replacement Local Plan policies NPPF paragraphs 17, 55, 156-157. HS03 Non-sustainable and Sustainable villages Superseding policies: CS2, CS11, CS15 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 55 156-157. HS04 Protecting the Countryside Superseding policies: CS2, CS15, CS17, CS20 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7 NPPF paragraphs 17, 55, 156-157. HS06 Rural Exception - Local Needs Housing (Location/Need) Superseded policies: CS15, CS20 Core Strategy Objectives: 1, 4, 5, 6, 7 NPPF paragraphs 54-55. HS07 Rural Exception - Local Needs Housing (Management/Occupation) Superseded policies: CS15, CS20 Core Strategy Objectives: 1, 4, 5, 6, 7 NPPF paragraphs 54-55. HS08 Affordable Housing - Allocated Sites Superseded policies: CS19 Core Strategy Objectives: 1, 4 107 Saved Policy no. Saved Policy Title Replacement Local Plan policies NPPF paragraphs 50, 54, 173-174. HS09 Affordable Housing - Small Settlements Superseded policies: CS19 Core Strategy Objectives: 1, 4 NPPF paragraphs 50, 54, 173-174. HS26 Residential Development - Ipswich Superseding policies: CS2, CS3, CS7 Core Strategy Objectives: 1, 2, 3, 4, 6, 7, 8 NPPF paragraphs 17, 156-157. HS27 Density & House Type Superseding policies: CS15, CS18 Core Strategy Objectives: 1, 4, 5, 6 NPPF paragraphs 17, 58. HS29 Residential Caravans Superseding policies: CS17, CS18 Core Strategy Objectives: 1, 2, 7 NPPF paragraphs 17, 28. HS30 Design of New Housing Superseding policies: CS12, CS14, CS15 Core Strategy Objectives: 4, 5, 6 108 Saved Policy no. Saved Policy Title Replacement Local Plan policies NPPF paragraphs 17, 56-68. HS34 Smaller Dwellings Superseding policies: CS15, CS18 Core Strategy Objectives: 1, 4, 5, 6 NPPF paragraphs 17, 50, 159. EM01 General Employment Superseding policies: CS3, CS11, CS15, CS16, CS17 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 21-28. CR01 Landscaping Quality Superseding policies: CS2, CS15, CS20 Core Strategy Objectives: 1, 3, 4, 5, 6, 7 NPPF paragraphs 17, 24-28, 55, 97-98, 109, 113-116. CR20 Protecting Existing Village Facilities Superseding policies: CS3, CS11, CS15, CS16, CS17, CS21 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 70. 109 Saved Policy no. Saved Policy Title Replacement Local Plan policies RE01 Sports Facilities Superseding policies: CS2, CS4, CS6, CS11, CS14, CS15, CS21 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 28, 70-71, 73-74. RE02 New Playing Fields Superseding policies: CS2, CS4, CS6, CS11, CS14, CS15, CS21 Core Strategy Objectives: 1, 2, 3, 4, 5, 6, 7, 8 NPPF paragraphs 17, 28, 70-71, 73-74. TP01 Pedestrians Superseding policies: CS4, CS6, CS7, CS14, CS15 Core Strategy Objectives: 2, 4, 5, 6, 8 NPPF paragraphs 17, 34-35, 38, 69. TP02 Public Right of Way Policy emphasis is now covered by NPPF paragraph 75 TP03 Provision of Cycle Routes Superseding policies: CS4, CS6, CS7, CS14, CS15 Core Strategy Objectives: 2, 4, 5, 6, 8 NPPF paragraphs 17, 34-35. 110 APPENDIX 2 Housing Trajectory The Core Strategy and Policies document sets a local target of 300 dwellings per annum in the District. The trajectory will be updated in the Annual Monitoring Report. These figures will indicate if housing delivery in the district needs to be managed and if it is necessary to review housing policies in the Babergh Development Framework. Year Completio ns and Commitment s Strategic Allocations New Dwellings (including broad direction of growth) Windfalls Cumulativ e Projected Completions Cumulativ e Targets 2011/12 214 0 0 214 220 2012/13 410 0 35 659 440 2013/14 292 0 35 986 660 2014/15 347 0 35 1368 880 2015/16 280 0 35 1683 1100 2016/17 217 95 70 100 2165 1425 2017/18 135 95 70 100 2565 1750 2018/19 185 95 70 100 3015 2075 2019/20 70 95 70 100 3350 2400 2020/21 70 95 70 100 3685 2725 2021/22 70 45 120 100 4020 3050 2022/23 70 45 120 100 4355 3375 2023/24 70 35 120 100 4680 3700 2024/25 50 120 100 4950 4025 111 2025/26 50 120 100 5220 4350 2026/27 50 120 100 5490 4675 2027/28 50 120 100 5760 5000 2028/29 50 120 100 6030 5325 2029/30 50 120 100 6300 5650 2030/31 50 120 100 6570 5975 112 APPENDIX 3 Delivery, Infrastructure and Monitoring Framework DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS2 : Settlement Pattern Policy What - Infrastructure / requirements needed to support development to successfully implement the CS policy Delivery of appropriate mix of jobs and homes at the right place and at the right time. Sites come forward for development in locations and of a scale which accords with the Settlement Pattern. Urban extensions come forward during the plan period Urban regeneration and renewal is facilitated in Brantham and on the Strategic employment sites during the plan period. How - Implementation Mechanisms / measures for delivery Core Strategy Policies 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20 and 21. Who - Delivery Body / Partners responsibilities for delivery Developers; BDC; Infrastructure Providers; SCC Who or what else - Third Party Dependencies Successful and timely progression of later DPDs including Site Allocations & Development Management Policies. Other partners approach through their strategies and investment plans. What may happen - Risks / unplanned events Development which complies with the strategy does not come forward due to constraints, market, viability or other issues. 113 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if - Contingencies and Flexibilities to respond to risks or unplanned events Close, collaborative work with landowners, developers and other partners Review Core Strategy When - Timescale for Delivery - usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout plan period Status - Critical Required Desirable Critical Policy CS3: Strategy for Growth and Development What - Infrastructure / requirements needed to support development to successfully implement the CS policy Provision of an appropriate level of growth in sustainable locations providing for about 10,000 jobs and 2,500 homes by 2031. These will mainly be as mixed use development on the edge of the urban areas, but also in the core and hinterland villages to ensure the communities in the rural areas are sustained by allowing for an appropriate level of growth. 2,500 new homes are delivered during the plan period throughout the district in accordance with the Strategy. About 10,000 new jobs are delivered during the plan period throughout the district in accordance with the Strategy. How - Implementation Mechanisms / measures for delivery Core Strategy Policies 2,4 - 22 114 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Deliver mixed and balanced communities through mixed use, urban extensions providing a mix of housing types and sizes supported by adequate infrastructure Who - Delivery Body / Partners responsibilities for delivery Developers; BDC; Infrastructure Providers; SCC Who or what else - Third Party Dependencies Successful and timely progression of later DPDs including Site Allocations and Development Management Policies. Other partners approach through their strategies and investment plans. What may happen - Risks / unplanned events Land is not released for development. Constraints / viability issues hinder development coming forward What if - Contingencies and Flexibilities to respond to risks or unplanned events Close, collaborative work with landowners, developers and other partners Flexible approach in Policies CS6 and CS7 to allow for close monitoring of progress during plan period and advance development if required. Policy CS11 allows for flexible approach for development within the “functional clusters” of the core and hinterland villages. Review Core Strategy 115 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S When - Timescale for Delivery - usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period with trigger points if development not progressing in the early part of the plan period, particularly in Sudbury Status - Critical Required Desirable Critical Policy CS4 Chilton Woods Strategic Land Allocation and Strategy for Sudbury / Great Cornard & Policy CS5 Strategic Broad Location for Growth – East of Sudbury / Great Cornard What - Infrastructure / requirements needed to support development to successfully implement the CS policy. (C) – Critical (R) – Required (D) - Desirable All Development in Sudbury and Gt Cornard Transport infrastructure – Improve traffic movement around the gyratory in particular A134 / B1508 / King Street, others from Transport study. (R) To support development at Chilton and the Broad Location for Growth Traffic Impact Works (C) Off-site Highway Improvements (C) Water supply networks & waste water (foul) infrastructure / treatment upgrades (C) Social / Community Infrastructure – e.g. The required infrastructure improvements are delivered as informed by the Sudbury Traffic Management Study The development at Chilton comes forward during the early to mid 116 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S neighbourhood shops, Health Centre, Community Hall (C) (to incorporate other uses such as library facility & ‘cyber café’ etc (D)) SUDS (C) Off-site waste provision (D) Chilton: Green Infrastructure – Play Areas, Sports Fields e.g. all weather facility floodlit, senior grass pitches, LEAPs, NEAPs, Strategic Landscaping and Wildlife provision (R) Electricity – new substation and circuits (C) Public Transport provision – service pump priming (C) Chilton:New Primary School and pre-school (C) Broad Location: Adequate education provision - secondary education within the catchment of Great Cornard Upper School which following SOR is likely to be near capacity. (R ) Health provision - reviewed depending on outcome location and extent of planned provision (R ) Green Infrastructure including, Strategic Landscaping and Wildlife provision. Including amphibian habitat creation to support wildlife interest in the area, as required. Measures to reflect HRA requirements (R) Improvements to pedestrian & cycle access to Sudbury town centre & railway station (D) plan period supported by adequate infrastructure The development delivered establishes a mixed and balanced community and is delivered sustainably. Development is delivered in a way which protects and enhances the local character. 117 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Developer contributions and CIL when finalised/ planning obligations / Section 106 agreements until then. Core Strategy Policies; Other DPDs; Corporate Strategies; LTP; Delivery Body Plans and Priorities Who - Delivery Body / Partners responsibilities for delivery Highways Agency; Developer; Anglian Water; UK Power Network; NHS Suffolk ; SCC; Transport operators; Babergh DC / Parish / Town Councils; Utility Companies Who or what else - Third Party Dependencies Good Master planning approach Sport / recreation clubs / organisations / Wildlife Trusts / or similar organisations What may happen - Risks / unplanned events Development at Chilton may not come forward in early part of plan period. Viability issues may influence the infrastructure provision on some sites Development may not come forward in the early part of the plan period Infrastructure not delivered when required, 118 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if - Contingencies and Flexibilities to respond to risks or unplanned events Policy CS 3 provides a trigger at 2016 to review progress and if development has not commenced at Chilton, to allow the New direction of growth to come forward sooner. Developer contributions will help ensure adequate infrastructure is provided to support development on the strategic sites and by financial contributions on smaller sites. Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Ongoing monitoring of the housing and employment land development Overall flexible approach towards development. Review of the Core Strategy Any identified impacts under the HRA are adequately mitigated against When - Timescale for Delivery - usually throughout the plan period, but some actions / requirements will be sooner All Sudbury & Gt Cornard - Ongoing throughout plan period Chilton - Early to medium term New Direction of Growth - After 2016 - 2026 119 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Development of the Broad Location for growth comes forward towards the end of the plan period, after Chilton has commenced, or following the 2016 trigger date Monitoring through the AMR establishes the need to trigger the New Direction of Growth in advance of Chilton commencing. Policy CS6: Strategy for Hadleigh What - Infrastructure / requirements needed to support development to successfully implement the CS policy To Support all development in Hadleigh Transport infrastructure as required Any specific utility infrastructure as required The required infrastructure improvements are delivered. 120 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S (C) – Critical (R) – Required (D) - Desirable To support development at the New Direction of Growth east of Hadleigh (1) Traffic Impact Works Improvement to junction at Frog Hall Lane roundabout (C) Off-site Highway Improvements (C) Water supply networks - infrastructure and / or treatment (C) (AMP 2010 – 2015) Wastewater treatment enhancement and possible network enhancement required (C) Public Transport provision - service pump priming (R) Improvements to pedestrian and cycle access to Hadleigh town centre (R) Green Infrastructure Strategic Landscaping and Wildlife provision. Habitat retention / creation to support wildlife interest on the site, including Great Crested Newts. Including Measures to reflect HRA requirements (R) Play Areas, Sports Fields (e.g. all weather facility, senior grass pitches, LEAPs, and NEAP(s)), Strategic Landscaping and Wildlife provision. (R) Social / Community Infrastructure – e.g. neighbourhood shop, / pub, Community Centre (including library/cyber café facility) etc. (R) Health Centre - currently is floorspace deficit and additional provision or provision of new surgery will be required (C) Local substation and associated infrastructure (C) Off-site waste provision (R) The development at the New Direction of Growth comes forward during the plan period supported by adequate infrastructure The development delivered establishes a mixed and balanced community and is delivered sustainably. Development is delivered in a way which protects and enhances the local character. Any identified impacts under the HRA are adequately mitigated against 121 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Developer contributions & CIL when finalised / planning obligations / Section 106 agreements until then. Core Strategy Policies; Other DPDs; Corporate Strategies Delivery Body Plans and Priorities Who - Delivery Body / Partners responsibilities for delivery Highways Agency; Developer; Anglian Water; UK Power Networks, NHS Suffolk, SCC; Transport operators; Babergh DC / Parish / Town Councils; Utility Companies Who or what else - Third Party Dependencies Sport / recreation clubs/ organisations / Wildlife Trusts/ or similar organisations What may happen - Risks / unplanned events Viability issues may influence the infrastructure provision on some sites Development may not come forward in the early part of the plan period Critical infrastructure not delivered when required 122 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if - Contingencies and Flexibilities to respond to risks or unplanned events Developer contributions will help ensure adequate infrastructure is provided to support development on the strategic sites and by financial contributions on smaller sites. Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Ongoing monitoring of the housing and employment land development Overall flexible approach towards development. Review of the Core Strategy When - Timescale for Delivery - usually throughout the plan period, but some actions / requirements will be sooner All of Hadleigh - Ongoing New Direction of Growth east of Hadleigh Medium – long term 123 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS7: Strategy for Growth in Babergh’s Ipswich Fringe What - Infrastructure needed to support development to successfully implement the CS policy New Direction of Growth Traffic Impact Works Off-site Highway Improvements Public Transport provision – service pump priming Primary School provision (105 place) and new early years provision (C) Water supply networks – infrastructure and/or treatment (AMP 2010-2015) (C) Waste water treatment enhancement and network enhancements (C) SUDS (C) additional provision of GP services may be necessary (R) Green Infrastructure. Strategic Landscaping and Wildlife provision. Habitat retention / creation to support wildlife interest on the site. Including Measures to reflect HRA requirements. The nature of this site requires Green Infrastructure to be a central focus to any development on this site. (C) Play Areas, Sports Fields, e.g. all weather facility, senior grass pitches, LEAPs and NEAP, Strategic Landscaping and Wildlife provision (R) Social / Community Infrastructure (D) Off-site waste provision (D) The required infrastructure improvements are delivered. The development at the New Direction of Growth comes forward during the plan period supported by adequate infrastructure The development delivered establishes a mixed and balanced community and is delivered sustainably. Development is delivered in a way which protects and enhances the local character. Green Infrastructure is central to the design and layout of the scheme delivered, respecting the importance of this for the site and its proximity to the internationally sensitive site - Stour and Orwell Estuaries. Any identified impacts under the HRA are adequately mitigated against 124 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Developer contributions & CIL when finalised / planning obligations / Section 106 agreements until then. Core Strategy Policies; Other DPDs; Corporate Strategies; Delivery Body Plans and Priorities Who - Delivery Body / Partners responsibilities for delivery Highways Agency; Developer; Anglian Water; Environment Agency, NHS Suffolk, SCC ; Transport operators; Babergh DC / T & P Councils; Utility Companies Who or what else - Third Party Dependencies Good Master Planning approach Sport / recreation clubs / organisations / Wildlife Trusts / or similar organisations What may happen - Risks / unplanned events Viability issues may influence the infrastructure provision on some sites Development may not come forward in the early part of the plan period Critical infrastructure not delivered when required 125 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if - Contingencies and Flexibilities to respond to risks or unplanned events Developer contributions will help ensure adequate infrastructure is provided to support development on the strategic sites and by financial contributions on smaller sites. Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Ongoing monitoring of the housing and employment land development Overall flexible approach towards development. Review of the Core Strategy When - Timescale for Delivery- usually the end of the plan period, but some actions / requirements will be sooner New Direction of Growth Mid to end of plan period 126 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS11: Strategy for Development in Core and Hinterland Villages What - Infrastructure / required needed to support development to successfully implement the CS policy (C) – Critical (R) – Required (D) - Desirable To support all development in Core and hinterland villages Green Infrastructure. Strategic Landscaping and Wildlife provision. Habitat retention / creation to support wildlife interest on the site. Including Measures to reflect HRA requirements (C) Environmental / biodiversity protection and enhancement, including any requirements under HRA recommendations. (C) Landscaping / wildlife provision (R) Highway Improvements (R) Integration with local road network (R) Public transport provision (R) Open space / recreation facilities (R) Other community infrastructure?? Protection of existing social and community facilities. Development of sites for housing and employment are delivered in the Core and Hinterland villages at a scale & character appropriate to the settlement The functional clusters (as defined) continue to reflect the functions of the villages within them, and application of the policy allows the flexibility intended. Any required mitigation measures are delivered. Services in the villages are retained or strengthened. Adequate infrastructure supports development delivered How - Implementation Mechanisms / measures for delivery Developer contributions & CIL when finalised / Planning Obligations / Section 106 agreements until then. Core Strategy Policies 4, 5, 6, 7, 11 and 18. 127 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S BDC Corporate Plan, Parish & Town Councils and community groups; Other DPDs; Delivery Body Plans and Priorities Who - Delivery Body / Partners responsibilities for delivery Developer contributions & CIL when finalised / Planning Obligations / Section 106 agreements until then. BDC, Parish & Town Councils and Community Groups; Infrastructure providers; Developer; Highways Agency; Environment Agency; SCC; Anglian Water; Utility companies Who or what else - Third Party Dependencies Good master planning approach. Co-operation of Parish & Town Councils and community organisations within neighbour- hoods to manage control some social and community facilities Sport / recreation clubs/ organisations / Wildlife Trusts / or similar organisations What may happen - Risks / unplanned events All development in core and hinterland villages Land does not come forward for development Land values influence viability and the nature of schemes which could be developed. Preparation of other DPDs including Development Management Policies and Master plans delivery delayed. 128 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Viability of schemes does not allow for adequate provision of all the required social and community facilities. Critical infrastructure not delivered when required What if - Contingencies and Flexibilities to respond to risks or unplanned events Close collaborative work with land owners and developers. Collaborative working with other infrastructure providers Collaborative working to ensure mitigation measures agreed and incorporated into Masterplan Developer contributions will help ensure adequate infrastructure is provided to support development. Opportunities to pool contributions to provide “shared infrastructure” where appropriate and compliant. Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Overall flexible approach towards development. Review of the Core Strategy When - Timescale for Delivery- usually the end of the plan period, but some actions / requirements will be sooner On-going- throughout the plan period 129 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S POLICY CS 8 Sproughton Strategic Employment Land What - Infrastructure / required needed to support development to successfully implement the CS policy (C) – Critical (R) – Required (D) - Desirable To support development at Sproughton Strategic Site Green Infrastructure – protection of Island site and river environment; habitat provision and enhancement, as required, to protect and support biodiversity interest on the site. Traffic Impact Works (C) Off-site Highway Improvements (C) Green travel plan (R) Remedial work for land contamination (C) Mitigation required in response to FRA (C) . Regeneration of the site at Sproughton is facilitated and a scheme providing employment development is delivered during the plan period. Development is delivered in a way which protects and enhances the environment and local character How – Implementation Mechanisms / measures for delivery Section 106 Core Strategy Policies; Other DPDs; Corporate Strategies Delivery Body Plans and Priorities (including Suffolk County Council and NALEP) Who – Delivery Body / Partners responsibilities for delivery Highways Agency; Developer; Anglian Water; Environment Agency; Utility Companies Who or what else – Third Party Dependencies Good Master planning approach Wildlife Trusts or similar organisations 130 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What may happen – Risks / unplanned events Viability issues may influence the phasing and timing of delivery What if – Contingencies and Flexibilities to respond to risks or unplanned events Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Ongoing monitoring of development Flexible approach towards development Seek investment interventions through LEP or similar opportunities When – Timescale for Delivery – usually throughout the plan period, but some actions / requirements will be sooner Medium to long term POLICY CS9: Wherstead Park Strategic Land Allocation What - Infrastructure / required needed to support development to successfully implement the CS policy (C) – Critical (R) – Required (D) - Desirable To support development at Wherstead Park Built and natural environment – protection of the playing field and mature landscape belts; protection and enhancement of biodiversity and landscape character of AONB; protection / enhancement of setting and character of heritage assets Green travel plan including contribution to bus service links with Ipswich (R) Retention, expansion and promotion of the site and new development is delivered in a way which protects and enhances the environment and local character 131 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Section 106 Core Strategy Policies; Other DPDs; Corporate Strategies Delivery Body Plans and Priorities (including Suffolk County Council and NALEP) Who – Delivery Body / Partners responsibilities for delivery BDC, IBC, SCC, HGP, site owners and occupiers, Who or what else? – Third Party Dependencies Suffolk Coast & Heaths AONB, What may happen – Risks / unplanned events Market changes, change in ownership What if – Contingencies and Flexibilities to respond to risks or unplanned events Work alongside developers and landowners to facilitate development Ongoing monitoring of development Flexible approach towards development Seek investment interventions through LEP or similar opportunities When – Timescale for Delivery – usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout Plan period POLICY CS10 Brantham Regeneration Area Allocation What - Infrastructure / required To support development at the Brantham Regneration Area Regeneration of the site at Brantham is facilitated and a scheme providing for a 132 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S needed to support development to successfully implement the CS policy (C) – Critical (R) – Required (D) - Desirable Remedial work for land contamination (C) Mitigation required in response to FRA (C) Landscape and biodiversity – protection of SPA and estuary environment; protection and enhancement of biodiversity including habitat provision or enhancement, as required; protection of landscape characteristics of the AONB and mitigation / further landscaping Traffic Impact Works (C) Off-site Highway Improvements (C) Green travel plan (R) mixed and balanced community delivering sustainable development is developed during the plan period. Development is delivered in a way which protects and enhances the environment and local character How – Implementation Mechanisms / measures for delivery Section 106 Core Strategy Policies; Other DPDs; Corporate Strategies Delivery Body Plans and Priorities (including Suffolk County Council and NALEP) Who – Delivery Body / Partners responsibilities for delivery Highways Agency; Developer; Anglian Water; Environment Agency; Natural England; Utility Companies Who or what else – Third Party Dependencies RSPB; Wildlife Trust or similar organisation; Tendring District Council, Manningtree Town Council, What may happen – Risks / unplanned events Viability issues may influence the phasing and timing of delivery 133 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if – Contingencies and Flexibilities to respond to risks or unplanned events Work alongside developers and landowners to facilitate development Work with infrastructure providers to ensure critical infrastructure provided when required Ongoing monitoring of development Flexible approach towards development Seek investment interventions through LEP or similar opportunities When – Timescale for Delivery – usually throughout the plan period, but some actions / requirements will be sooner Medium to long term Policy CS12: Sustainable Design and Construction Standards What - Infrastructure / requirements needed to support development to successfully implement the CS policy New development to come forward at sufficient standard to meet the Building for Life and BREEAM standards. The number of residential schemes delivered which achieve the Building for Life Silver Standard The number of non residential schemes that are delivered achieving BREEAM very good or higher standard. The identification of sites in later DPD(s) through site allocations where the standards can be achieved or exceeded How - Implementation Mechanisms / measures for delivery Standards and guidance established by the Building Research Establishment (BRE) and Design Council to be incorporated into design of schemes from the outset. Encourage facilities which contribute to a reduction in CO2 134 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S emissions including electric car charging points. Sensitive approach at development control stage Who - Delivery Body / Partners responsibilities for delivery Developer; BRE, Design Council; BDC, Development Control / Building Control Services Who or what else - Third Party Dependencies BRE, Design Council changes in standards. A proactive approach by BDC, Development Control / Building Control Services & partners. What may happen - Risks / unplanned events Failure to secure sufficient level of design in schemes coming forward What if - Contingencies and Flexibilities to respond to risks or unplanned events Monitor design standards, enhance education and information to applicants provide further guidance based on BRE and Design Council standards. When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner On-going throughout the plan period 135 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Status - Critical Required Desirable Required Policy CS13: Renewable/ Low Carbon Energy What - Infrastructure needed to support development to successfully implement the CS policy All development should minimise dependence on fossil fuels and contribute to mitigating climate change. Strategic / large sites to use on site renewable energy sources. Low carbon initiatives as part of new developments on a smaller scale. Also include retro-fit existing buildings where appropriate. A significant improvement in the energy efficiency of new and existing houses during the plan period Number of schemes / initiatives delivered including retro-fitting Over the plan period an increase in the proportion of energy generated from renewable sources How - Implementation Mechanisms / measures for delivery Various sources of national guidance including PPS1. Good design and early advice / discussions at development control process Support from Development Management Polices and other DPDs including Site Allocations. 136 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Who - Delivery Body / Partners responsibilities for delivery Developers; BDC Development Control & Building Control services; Infrastructure providers Who or what else - Third Party Dependencies A proactive approach by BDC, Development Control / Building Control Services & partners. What may happen - Risks / unplanned events Failure to secure sufficient level of design in schemes coming forward. Delay in preparation of Development Management Polices and other DPDs including Site Allocations DPD. What if - Contingencies and Flexibilities to respond to risks or unplanned events Advice and education regarding targets and requirements to ensure they are incorporated into schemes early on When - Timescale for Delivery- usually the end of the plan period, but some actions / requirements will be sooner On-going throughout the plan period Status - Critical Required Desirable Required 137 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS14: Green Infrastructure What - Infrastructure / requirements needed to support development / to successfully implement the CS policy. To support all development Provision and enhancement of green infrastructure relative to growth pressures and in a form and location consistent with the Green Infrastructure (GI) evidence / framework for BDC & HGP and any mitigation requirements identified in the HRA. Improved access to existing network of multi functional green spaces to create continuous green links, particularly close to concentrations of population. Strategic Sites GI is to be a key consideration in the design of schemes from the outset, with a critical focus on this being required for the development of the new direction of growth in the Ipswich Fringe. Also to reflect any specific GI recommend-dations required by the HRA. The extent to which the strategic sites and larger sites establish Green Infrastructure as a core concept in Master Plans and when schemes are built out. The number of additional green infrastructure sites offering multi functional opportunities The number of new or extended links established to connect existing Green Infrastructure sites, particularly where these serve to divert users away from more sensitive locations. How - Implementation Mechanisms / measures for delivery Actions and opportunities identified in the GI evidence base / framework and the Open Space Sport & Recreation Strategy. Requirements indicates by the HRA, to ensure protection of 138 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S designated sites Haven Gateway GI Strategy and framework for Babergh Other partners and adjoining Authorities plans and strategies. Who - Delivery Body / Partners responsibilities for delivery Developer; Parish & Town Councils; Haven Gateway Partnership; BDC; Wildlife Trust or similar organisations; English Nature; AONB; Adjoining LAs Who or what else - Third Party Dependencies Comprehensive master planning approach. Good design concepts respecting the role and function of GI and the opportunities beyond the site itself. Organisations responsible for management of GI spaces including T & P Councils and Conservation Trusts etc What may happen - Risks / unplanned events Inadequate provision of GI is made due to competing requirements which may influence viability of development. What if Contingencies and Flexibilities to respond to risks or unplanned events Sensitive assessments may be required at development control stage. 139 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Collaborative working with adjoining authorities, especially Ipswich regarding GI opportunities and requirements particularly associated with growth in the area of the Ipswich Fringe. HRA and GI Framework / evidence inform early planning to ensure adequate provision of the right form, in the right place. When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period Status - Critical Required Desirable New direction of Growth Ipswich Fringe Critical Other strategic sites - Required Core & Hinterland Villages Required Brantham - Critical 140 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS15: Sustainable Development What - Infrastructure/ requirements needed to support development to successfully implement the CS policy Development must respect the local context and character of the different parts of the district. All new development will be required to demonstrate the principles of sustainable development. Development delivered positively contributes to the character and shape of its location and enhances the local character and features including landscape and historic environment Infrastructure is provided to support development delivered as required No loss of local services is created Positive contributions are made to biodiversity, climate change and Green Infrastructure through development delivered throughout the plan period. Development does not take place in areas at risk from flooding Development is delivered using sustainable building methods Number of schemes incorporating SUDs How - Implementation Mechanisms / measures for delivery Developer contributions & CIL when finalised / Planning Obligations / Section 106 agreements until then. Core Strategy Policies; Development Management Policies and other DPDs. Other Delivery Plans and Strategies for infrastructure providers. National Planning Guidance Who - Delivery Body / Partners responsibilities for delivery Developer; Highways Agency; Environment Agency; Parish & Town Councils; SCC; Anglian Water; Utility companies; Community organisations; Conservation / Wildlife Trusts or similar 141 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Who or what else - Third Party Dependencies Policy guidance and interpretation and good / consistent approach at development control stage. Development Management Policies and other DPDs to come forward to provide further guidance Development delivered minimizes waste and surface water run-off. Number of schemes using renewable sources of energy Development provides for opportunities to promote alternatives to the car for travel No damaging impacts are caused to the European sites and if necessary mitigation is carried out What may happen - Risks / unplanned events Delay in preparation of Development Management Policies and other DPDs What if - Contingencies and Flexibilities to respond to risks or unplanned events Collaborative working with landowners and developers CIL / 106 to contribute towards infrastructure provision to ensure sustainable schemes are delivered. Review Core Strategy When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the Core Strategy Status - Critical Required Desirable Required 142 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS16: Town, Village and Local Centres What - Infrastructure / requirements needed to support development to successfully implement the CS policy Sustain the main town, neighbourhood and local centres, through the protection of vitality and viability and opportunities to enhance facilities at an appropriate scale in acceptable locations. Allocate comparison retail goods space in Sudbury Retention and enhancement of the vitality and viability of the town centres, including reduction in the number of vacant properties as indicated in the Annual Town Centre Health Checks for Sudbury and Hadleigh A net gain in town centre uses permitted in the centres during the plan period The number of new local centres established through the delivery of the urban extensions How - Implementation Mechanisms / measures for delivery Assessment of proposals- guidance and compliance with PPS 4 or other relevant guidance. Implementation of Local Plan Policies, Development Management Policies, Site Allocations DPD Who - Delivery Body / Partners responsibilities for delivery Developers; Retail operators; Town centre communities and partnerships, BDC Who or what else - Third Party Dependencies Viability and market trends and demands Successful and timely progression of later DPDs What may happen - Risks / unplanned events Schemes which protect or enhance the vitality and viability of the town centres and local centres do not come forward. 143 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Unable to attract retail interest in the key locations in the centres Development which complies with the strategy does not come forward What if - Contingencies and Flexibilities to respond to risks or unplanned events Work closely with landowners and developers on new strategic sites to encourage appropriate retail provision in local centres if appropriate Review Core Strategy When – Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period Status - Critical Required Desirable Required Policy CS17: The Rural Economy What - Infrastructure / requirements needed to support development to successfully implement the CS policy Opportunities to foster sustainable economic growth in the rural areas particularly associated with rural character and key local and historic characteristics. Number of new businesses established in the rural area during the plan period 144 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Core Strategy Policies in particularly CS11 Development Management Policies NPPF or other planning guidance Number of Tourism / leisure initiatives delivered during the plan period to promote this sector of the economy Number of diversification schemes delivered which contribute to the rural economy Who - Delivery Body / Partners responsibilities for delivery Developers; Infrastructure providers; LEPs; HGP; Town and Parish Councils Who or what else - Third Party Dependencies Innovative approach to development and sensitive approach at development control stage. What may happen - Risks / unplanned events Failure to attract appropriate development to the area Need to manage development opportunities with constraints often relevant to the rural areas. Delay in preparation of Development Management Policies What if - Contingencies and Flexibilities to respond to risks or unplanned events Proactive work through Econonomic Development and partnership approach encourage opportunities and promote interest where appropriate. Rely on NPPF for policy guidance for the rural economy. 145 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period. Status - Critical Required Desirable Required Policy CS18: Mix and Types of Dwellings What - Infrastructure / requirements needed to support development to successfully implement the CS policy Delivery of the appropriate size and type of homes to provide opportunities for all, in accordance with the identified local need. Number of dwellings delivered throughout the district of the type and size which corresponds with the identified housing needs and social / age profile in various parts of the district during the plan period. Delivery of the right type of housing in the right place at the right time. How - Implementation Mechanisms / measures for delivery Core Strategy Policies Development Management Policies Site Allocations Document Who - Delivery Body / Partners responsibilities for delivery Developers and Landowners; BDC; Infrastructure providers 146 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Who or what else - Third Party Dependencies Viability and market conditions. Sensitive approach at development control stage, to ensure appropriate mix of dwellings provided. What may happen - Risks / unplanned events Sites not coming forward at appropriate time. Market demand/ developer demand houses which don’t match the local needs. What if - Contingencies and Flexibilities to respond to risks or unplanned events Collaborative working with developers. Master planning approach on larger site to enable early input to reflect needs etc. Review of the Core Strategy When - Timescale for Delivery- usually the end of the plan period, but some actions / requirements will be sooner Phased throughout the plan period on the larger strategic sites / new directions of growth. Ongoing throughout the plan period elsewhere. Status - Critical Required Desirable Critical 147 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Policy CS19: Affordable Homes What - Infrastructure / requirements needed to support development to successfully implement the CS policy Provision of additional affordable housing to address the need throughout the district and in particular in locations where the need is highest. Number of schemes delivering 35% of affordable housing Delivery of the right mix of tenure and type of affordable housing in accordance with the identified need. Successful securing of financial contributions where provision is to be made off site Flexible delivery and take up of affordable housing within the functional clusters. Number of affordable housing units delivered during the plan period in relation to need and council wide targets How - Implementation Mechanisms / measures for delivery Core Strategy Policies. Site Allocations DPD Who - Delivery Body / Partners responsibilities for delivery Developers; BDC; HCA Housing Associations; NHB; Registered Providers Who or what else - Third Party Dependencies Site Allocations DPD What may happen - Risks / unplanned events Delay in preparation of the Site Allocations DPD. Viability constraints restrict the level of provision of Affordable Houses. Sites do not come forward for development. 148 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What if - Contingencies and Flexibilities to respond to risks or unplanned events Collaborative working with developers. Master planning approach on Larger site to enable early input to reflect needs etc. Review of the Core Strategy When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Phased throughout the plan period on the larger strategic sites / new directions of growth. Ongoing throughout the plan period elsewhere. Status - Critical Required Desirable Required Policy CS20: Rural Exception Sites What - Infrastructure / requirements needed to support development to successfully implement the CS policy Provision of affordable housing in the rural areas, well related to settlements and in a location which supports the function of the local community in that area. Flexible delivery and take up of affordable housing within the functional clusters. Delivery of the right mix of tenure and type of affordable housing in accordance with the identified need. 149 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S How - Implementation Mechanisms / measures for delivery Core Strategy Policies, Site Allocations DPD Number of affordable housing units delivered during the plan period in relation to need and council wide targets. Who - Delivery Body / Partners responsibilities for delivery Developers / developer contributions; BDC; HCA ; Housing Associations Registered Providers Who or what else - Third Party Dependencies Flexible application of policies to allow cluster / community approach to enhance opportunities to maximise provision. What may happen - Risks / unplanned events Sites are not released for rural exceptions sites because of aspirations for market housing on the site. What if - Contingencies and Flexibilities to respond to risks or unplanned events Proactive approach to policy interpretation Planning and housing services When - Timescale for Delivery- usually the end of the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period 150 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Status - Critical Required Desirable Required Policy CS21: Infrastructure Provision What - Infrastructure/ requirements needed to support development to successfully implement the CS policy Provision of adequate infrastructure to support the delivery of development throughout the district, in the right place, and right time. Delivery of adequate infrastructure provided to support development throughout the plan period. How - Implementation Mechanisms / measures for delivery Developer contributions, Section 106 agreements until replaced by CIL- will allow for infrastructure provision or financial contributions. Opportunity to pool contributions towards some of the larger schemes where the infrastructure is mitigating impact of development over a wider area. Core Strategy Policies, Site Allocations DPD Development Control DPD Who - Delivery Body / Partners responsibilities for delivery Developer; Highways Agency; Environment Agency; Parish & Town Councils; SCC; Suffolk Primary Care Trust; 151 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Anglian Water; Infrastructure providers / Utility Companies; Community organisations; Conservation / Wildlife Trusts or similar Who or what else - Third Party Dependencies SPD to support Infrastructure provision. Other DPDs progression Other Partners Strategies and Investment Plans. What may happen - Risks / unplanned events Viability constraints Delay in preparation of the SPD & other DPDs What if - Contingencies and Flexibilities to respond to risks or unplanned events Collaborative working with developers, partners and infrastructure providers. Master planning approach on the larger sites. Review the Core Strategy When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period Phased in the Urban areas on the strategic sites 152 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S Status - Critical Required Desirable Critical / Required Policy CS22: Monitoring What - Infrastructure/ requirements needed to support development to successfully implement the CS policy Ensure robust monitoring is in place to review delivery progress of the Core Strategy and targets set within it, allow for a flexible approach and to bring forward contingencies where needed. Continued monitoring published through the Annual Monitoring Report and information provided on the Council’s web site. Detailed indicators as required assessed in the AMR and remedial / contingency actions taken as required How - Implementation Mechanisms / measures for delivery Annual Monitoring Report Who - Delivery Body / Partners responsibilities for delivery BDC Partners including adjoining authorities and infrastructure providers. Environmental Bodies including Natural England and AONB Who or what else - Third Party Dependencies Availability of updated data on performance on targets from a range of partners. 153 DELIVERY FACTOR / CONSIDERATION ACTION / REQUIREMENT S / RESPONSIBILITY / LOCATION INDICATORS OF SUCCES S What may happen - Risks / unplanned events Monitoring or response to contingencies delayed. Up to date information not available to inform monitoring process. What if - Contingencies and Flexibilities to respond to risks or unplanned events Phasing and triggers associated with the larger strategic sites. Annually through the AMR procedure as the key focus for monitoring. Work with partners collaboratively When - Timescale for Delivery- usually throughout the plan period, but some actions / requirements will be sooner Ongoing throughout the plan period, with AMR. Status - Critical Required Desirable Required 154 APPENDIX 4: Accessing Key Services Map (2010)