Planning

The Government continues to review how it might improve the planning system. However, despite good intentions recent changes have further delayed planning decisions.

Challenges

Land acquisition and planning processes are increasingly complex and remain the biggest challenge to the adequate supply of consented land for development. Indeed, the plan-led system that was introduced by the Planning and Compulsory Purchase Act 2004 is fundamentally very good, however we must ensure that we move from this process and procedure based system, to one that is focussed on outcomes and delivery, in response to the locality. A responsible and effective planning system is required if we are to meet the Government’s housebuilding targets.

The Planning Act 2008 has established the Infrastructure Planning Commission (IPC) which will be able to make decisions on major infrastructure projects such as the location of wind farms. It is to be hoped that planning interventions of this nature will help to streamline and improve the planning regime. Going forward, we need a settled period without further policy changes.

Masterplanning

The development industry has a fundamental impact on people's quality of life. Our master planning is therefore centred on people and the environment. We recognise that sensitive masterplanning and high quality design and place making will provide new sustainable communities which are ideally ‘future proofed’ for climate change for generations to come.

• Our masterplans promote character in townscape and landscape by responding to and reinforcing locally distinctive patterns of development, landscape, vernacular and identity.
• Climate change considerations are integrated into our spatial planning, and mitigation and adaptation measures are incorporated.
• We ensure our masterplans create a highly attractive and safe public realm and clearly define private areas.
• We create landmarks to provide orientation and character, and well defined streets and building layouts enhance connectivity and permeability to local services.
• We promote diversity and choice through a mix of building typologies and tenures, as well as uses, that work together to create viable future proofed places that respond to the needs and aspirations of the local community.
• During the reporting period we planted more than 102,000 (2007: 70,000) new trees and shrubs to complement existing habitats, increase biodiversity and to create new landscaped spaces on our developments.

Mixed-tenures and uses

In many of our mixed-use schemes we are integrating mixed-tenure housing with retail, leisure, recreational, community and office uses to create vibrant communities. Such schemes create new jobs and inward investment, thereby ensuring their long-term viability.

We understand how to bring people, groups and organisations together to help ensure that our schemes are socially sustainable. We also understand the long-term management requirements of major schemes and have successfully introduced long-term management arrangements into them.

Building a Greener Future: policy statement

The Government is committed to the Building a Greener Future: policy statement. A key constituent of this policy is the Code for Sustainable Homes (Code) which sets out a timeframe for all new homes in England to meet the highest levels of sustainability in Europe. We are making progress towards meeting the requirements of the Code which will be driven through enhancements to Building Regulations.

However, the cost of delivering the Code is not economically viable at present due to:

• Planning authorities accelerating Code requirements in advance of the Government’s Building a Greener Future: policy statement.
• Significant skills gaps being evident in Local Authority planning departments, goods and services providers, and indeed developers.
• The supplier base for sustainable materials and technologies not being sufficiently developed and robust.
• The need for Government and utility companies to de-carbonise the national grid and future-proof water and drainage infrastructure.

Every stakeholder has a part to play in delivering sustainable communities. The development industry faces a highly complex challenge of balancing the need for sustainable homes, buildings and places, whilst producing more new homes in response to the Government’s highly ambitious targets, particularly for affordable housing. This however, can only be achieved through greater collaboration, more joined-up Government policy and building regulations, and a shared understanding of development economics.

Memberships & initiatives

The following initiatives and memberships have informed and will continuously influence and develop our commitment to, and understanding of, sustainable development:

• Our Chairman is a member of the Kent Thameside Delivery Board and the Medway Renaissance Partnership. Both organisations bring together public and private sector interests to help deliver sustainable regeneration projects in Thames Gateway Kent.
• Our Chairman was a member of the Government’s Thames Gateway Parklands High Level Strategy Group which delivered its strategy in October 2008.
• Our Chairman is also a member of the Manchester Salford Pathfinder Board. This is one of nine housing market renewal partnerships nationally that have developed comprehensive programmes of neighbourhood regeneration in order to revive existing communities and housing markets.
• Our Head of Sustainability is a member of Sustainability East which is a ‘champion body’ that works to promote sustainable development throughout the East of England.
• We are members of NextGeneration the industry led sustainability group whose remit is to further sustainability standards.
• In addition, we attend the New Build Group of the Energy Efficiency Partnership for Homes and Sustainable Built Environment East – each is focussing on the delivery of the Government’s ‘Building a Greener Future: policy statement’ and other applicable policies.
• We are members of Greening the Gateway Kent and Medway Strategy Group which is a strategic approach to the development of green infrastructure in Kent and the Thames Gateway in response to growth and urban regeneration.

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Pam Alexander, Chief Executive, SEEDA

Skyline 120, Braintree, Essex

Lock 38, Cliffe Vale, Stoke-on-Trent, Staffs

New Hendon Village, Colindale, London