Set the agenda
The core strategy is where the tough decisions need to be made. A good core strategy sets the agenda and says how it will be achieved.
Setting the agenda can be done by:
- taking the spatial approach that integrates themes and places
- being clear and upfront about what is needed to achieve the vision
- describing how this will be delivered outlining when things will happen
- knowing what the priorities are.
The core strategy needs to have its foundation in spatial thinking. This requires an approach that integrates the needs of places with the different issues that need to be addressed. From this spatial approach, the distinctive characteristics of a district, city or borough can be taken to develop the strategy, rather than focusing on thematic policies.
For example, to achieve climate change mitigation and adaptation objectives the local authority needs to take a holistic approach to what the future of the place will be like. This integrated approach ensures that climate change is embedded in the strategy, rather than being a thematic policy which is weighed up against other, potentially conflicting, thematic policies.
By taking a spatial approach to the development of the strategy, it will be easier to be specific about what the place will be like in 20 years time and to identify the things that are essential to achieving the vision.
It is important that the core strategy includes clear priorities for design quality at different spatial scales, setting out the key principles with links to other local development framework documents as necessary, such as area action plans and supplementary planning documents.
Once the vision for the place has been decided, the next step is to identify what is needed to achieve it, along with how it will be delivered and when. For this vision to be achieved, the core strategy needs recognition, ownership and support from the whole of the local authority, especially its leadership.
Questions to think about when setting the agenda
- What are the core principles behind the strategy?
- Are the priorities clear and have the tough decisions been made?
- Does the strategy clearly set out what you want for an area - and where, when and how you want it?
- Is it clear that quality of place is a priority?
- Is the emphasis on neighbourhoods rather than housing numbers?
- What sort of lifestyle will communities have?
- What are the expectations for development?
- Could developers identify what is wanted and where?
- Has the strategy considered the implications of change and how that change will be managed?
- Are there links in the core strategy to other local development documents?
- Is there backing from the rest of the authority, the local strategic partnership and other key partners?
- Have examples of other places that could inspire change locally been identified?
- Does the strategy set out the brief for areas that need further detailed analysis?
Case study
Brighton and Hove City Council
Brighton and Hove City Council’s ‘revised preferred options’ document identifies seven key areas of change for the city. The document clearly and succinctly sets out what is wanted in each of these priority areas.
Manchester City Council
Manchester is using its core strategy preferred options document to set the agenda in order to address climate change as the most significant issue facing the city and taking a strategic approach to combating climate change at the local level.
Leicester City Council
Leicester City Council’s core strategy submission document succinctly sets the agenda for delivering high quality design in the city by embedding design principles throughout its spatial objectives and strategy.