Publication Plan November 2022

11. Community services, facilities and infrastructure

Retail

11.1 The role and function of town centres nationally is changing as people shop and undertake leisure activities in different ways than they have done in the past, particularly within a post-Covid-19 context. As such, retail centres are adapting to accommodate the increasing pressures being placed upon retail services with this squeeze being felt in all locations. The Local Plan seeks to support and enhance the respective role of each centre, including – where appropriate – diversifying the range of uses in-centre that do not compromise its primary shopping function by remaining attractive, diverse, and accessible to those wishing to use them. This is especially important in South Staffordshire as the retail offer is localised and concise, reflecting the rural, village-based nature of the district.

11.2 It is for these reasons that this plan will support new retail and town centre developments across the district that accord with the NPPF's 'centres first' approach. Furthermore, the NPPF supports the identification of a centre's hierarchy as well as designated centres so as to require main town centre uses to be appropriately located. The centres hierarchy in South Staffordshire is refreshed through this Local Plan due to the need to promote a vibrant and viable centres hierarchy that is able to respond to the changing needs of local communities. As such, a centres hierarchy along with updated retail impact assessment and sequential test thresholds, have been established thorough the commission of a Retail Centres Study.

11.3 Qualitative rather than quantitative improvements should be encouraged within designated centres. This will assist in ensuring the proper protection and recognition of retail facilities and services within the district, enhance their character, attractiveness, preserve their heritage conservation, and lead to the centre becoming more economically successful. This includes provision for other town centre uses, as healthy centres usually have a good mix of higher and lower order shops and a balance between provision that ensures flexibility. Expanding centres beyond their more traditional retail roles is considered a key mechanism by which to survive and flourish. This was reflected through the Government's decision to amend the Use Class Order in September 2020. Nevertheless, the retention of majority E class use will be an important element of supporting the longevity of centres, ensuring that units are occupied, and the retail function remains primal.

Key Evidence

• South Staffordshire Retail Centres Study (2021)
• Rural Services and Facilities Audit (2021)

Implementation

Protecting community services and facilities

11.4 The presence of community facilities within our villages is key to maintaining community cohesion, quality of life and reducing the need to travel. Community services and facilities are often the cornerstone of villages and include pubs, shops, post offices, banks and building societies, community buildings and meeting places, sports venues, cultural buildings, places of worship and health facilities. Having a policy that protect against the loss of community services and facilities is therefore critical. This policy ensures that specific criteria must be met for development that would result in the loss of a community facility to be supported, including a robust marketing exercise confirming that the use is no longer viable and ensuring that alternative provision is accessible.

Key Evidence

• Rural Services and Facilities Audit 2021
• Assets of Community Value
• Open Space Standards Paper 2019
• Indoor Sports Facilities Needs Assessment 2020
• Playing Pitch Assessment Report 2020

Implementation

Wolverhampton Halfpenny Green Airport

11.5 Wolverhampton Halfpenny Green Airport is situated within the Green Belt in a quiet rural area surrounded by attractive countryside. The site is served by rural roads as there is a lack of strategic road access or public transport services. The council supports the existing General Aviation role of the airport and also recognises the importance of the existing non-aviation uses on the site for the viability of the airport. The council considers that continuing the current general aviation role of the Airport with a 'gentle evolution' within the existing defined role and boundaries to be the right balance to supporting adaptation, where necessary, whilst respecting the character of the surrounding rural environment.

11.6 The Government's General Aviation Strategy (2015) identified the importance of General Aviation as a flourishing, wealth generating and job producing sector of the economy. National planning policy identifies the importance of maintaining a national network of General Aviation airfields and recognising the need for adaptation to meet changing circumstances.

11.7 The council will continue to work with the Airport owners and operators to deliver a sustainable future for the airport. The replacement of obsolete wartime buildings with new high-quality development will generally be supported, subject to being consistent with other Local Plan policies. The existing non-aviation uses on the site are accepted but the overall aim is that existing buildings should be used for aviation uses related to the General Aviation role of the airport.

Key Evidence

• Department for Transport – General Aviation Strategy (2015)

Implementation

Infrastructure

11.8 The council and its partners will ensure that development within the district contributes towards the creation of sustainable communities, and where appropriate infrastructure is provided. Infrastructure can be very large schemes such as a new road, or much smaller such as a piece of play equipment or signage.

11.9 Other infrastructure requirements of new development include the availability of utilities such as telecommunications, electricity, gas, water and wastewater treatment facilities. The council will work with the organisations responsible for delivering this essential infrastructure in the district.

11.10 The council have produced an Infrastructure Delivery Plan (IDP) which sets out the infrastructure requirements across the district and how it will be delivered. The council, alongside its partners, will work towards ensuring the delivery of the infrastructure requirements set out in the Plan.

Key Evidence

• Infrastructure Delivery Plan

Implementation

Sustainable transport

11.11 Active travel gives people an opportunity to be physically active as part of their daily routine, which can contribute to improved health and help to prevent or manage a range of chronic diseases. Using active travel also incorporates physical activity into everyday tasks, which can reduce the need to find extra time or money to exercise specifically for the health benefits.

11.12 Making shorter journeys using active means of travel can contribute to reducing congestion by fewer motorised vehicles on the road, also reducing pollution and carbon emissions. In urban areas, journey times can often shorter when walking or cycling as users are able to take advantage of paths not accessible to motor vehicles.

11.13 The internal design of new developments should prioritise walking and cycling, as well as public transport, over private vehicle movements, to ensure that they encourage shorter internal journeys to take place by these modes.

11.14 The council will continue to work with partners to seek opportunities to deliver a rail-based parkway on land safeguarded at the strategic allocation Land at Cross Green.

11.15 In 2022 the Government launched a new executive agency called Active Travel England. The agency builds on the Government's commitment towards boosting cycling and walking and deliver a healthy, safe and carbon-neutral transport system.

11.16 Chapter 9 of the NPPF 'promoting sustainable transport' describes how planning policies should consider the potential impacts of development on transport networks as well as promote more sustainable modes of transport.

11.17 Staffordshire County Council is responsible for roads and public transport in the district. Whilst National Highways are responsible for the motorways and a number of major A roads within the district. The council will continue to work with partners including Staffordshire County Council, neighbouring highways authorities, National Highways, Network Rail, Bus and rail providers and Active Travel England to promote sustainable transport schemes and new infrastructure across the district.

Key Evidence

• Infrastructure Delivery Plan
• Local Cycling and Walking Infrastructure Plan 2021-2031
• Staffordshire Bus Service Improvement Plan 2021
• South Staffordshire Integrated Transport Strategy 2017
• Cycle Infrastructure Design (LTN1/20)

Implementation

Broadband

11.18 The availability of fast and reliable broadband is now an essential component of everyday life and as such will be a requirement for all new residential and commercial development in South Staffordshire. This will allow residents and businesses to have the most up to date speeds, improve commercial opportunities, facilitate working from home and improve residents' connections to essential online services and online social connections.

11.19 The NPPF sets out how Local Plans should support high quality communications including full fibre broadband connections. In the wider national context, Building Digital UK (an executive government agency) is tasked with driving the expansion of gigabit connectivity to all parts of the country. The council will work with partners including Staffordshire County Council and network providers to promote the role out of a gigabit-capable broadband (or the next fastest possible) network across the district.

11.20 Providing broadband infrastructure at the development stage will ensuring that residents and businesses are able to access high speed broadband when they move into new developments. It will also avoid the cost and disruption to future occupiers of retrofitting if the infrastructure is not fit for purpose.

Key Evidence

• Infrastructure Delivery Plan

Implementation