13. Infrastructure, implementation and monitoring

Infrastructure

13.1 A good, working infrastructure is crucial to the well-being of any society. From the roads, railways and cycle paths that criss-cross the district to the pipes below ground that provide us with water, gas and telecommunications, a fully operational, well-planned and well-maintained infrastructure has to be at the heart of good planning now and into the future.

13.2 The provision of that infrastructure will be a crucial element in achieving the implementation of the policies and proposals in the Core Strategy. PPS1 requires the provision of essential infrastructure to support housing and economic development. South East Plan Policy CC5 requires that development should not proceed unless the necessary infrastructure required to serve it is available or will be provided. To summarise, any additional or necessary infrastructure must be phased to take into account timing and must be funded in advance of development taking place.

13.3 The supply of water, electricity, gas and telecommunications services, and the treatment of waste water are the responsibility of other bodies, such as the utility companies.

13.4 There is also a need to provide the social and green infrastructure that is required to deliver the strategy. Social infrastructure is wide ranging and can include the many activities and facilities that support a community, such as community centres, and organisations like residents associations and mother and toddler groups. Green infrastructure encompasses the green network, everything from parks and open spaces to allotments and green roofs.

13.5 Hampshire County Council carried out a Hampshire non-transport infrastructure study in November 2008. It covers the whole of Hampshire and includes Portsmouth and Southampton. The purpose of the report is to produce an up-to-date strategic assessment of the infrastructure requirements and costs over the next twenty years.

Policy conformity

Implementation

13.6 The timely and successful delivery of the proposals in the Core Strategy is essential if its overall objectives are to be achieved.

13.7 The implementation of these objectives and policies cannot be achieved solely through the use of Council powers and resources. Its success depends on partnership working with a range of public, private and voluntary bodies.

13.8 The role of the Core Strategy is to provide a clear and robust framework for development in order that investment and action can be coordinated and geared to efficient and effective delivery.

13.9 Implementation of the Core Strategy’s policies and proposals, including the provision of necessary infrastructure, will be driven by a delivery plan which is detailed below. The Council will seek to secure the commitment of the other delivery agencies to the delivery plan.

Content of Delivery Plan

13.10 Core Policy – Number and title of Core Policy.

13.11 Aim/outcome of core policy – The policy or proposal to be delivered. For example, this may be the delivery of a housing development or the delivery of a policy objective such as the quality of SSSI’s. In addition there may be a number of specific requirements for one core policy. For example, in the case of a housing development it may well include the delivery of the necessary infrastructure to support that development.

13.12 Delivery agencies – The Council will not be the sole delivery agency. The objectives of the Core Strategy cannot be met without the involvement of a number of other bodies, both public and private. Such bodies will range from large private utility companies and public health bodies to smaller locally-based bodies such as parish councils and voluntary groups. The strategy will set out who is responsible for delivering the policy or proposal, including necessary infrastructure, and who else is involved.

13.13 Associated plans and strategies – Those other agencies may have plans and strategies of their own and the Council will also need to be aware of any legislation or policies set out by Government or regional bodies. The Council will seek to influence those responsible for producing other plans and strategies in order to secure the implementation of the delivery plan.

13.14 Actions, mechanisms, funding source – The delivery plan will identify actions or mechanisms required, such as using the planning application process or developer contributions. It will also identify where funding is required and where relevant the costs of provision will be included.

13.15 Timescale, phasing – There will be timescales for projects to be completed to ensure that progress on the delivery plan can be measured.

13.16 Risks and contingency plans – The Council will work with other bodies to implement the actions of the delivery plan but clearly it is too early to say how effective those partnerships will be. It is important, therefore, that where there is a risk of delivery failure, contingency plans are made if necessary. 

Monitoring

13.17 The monitoring of the delivery plan will be carried out through the Annual Monitoring Report (AMR). This will enable the flexibility to update and amend the plan as necessary.

13.18 It will also enable the delivery plan to include the strategies and proposals of other development documents as they are prepared.