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APPENDIX 1

Hertfordshire County CouncilGrowth & Infrastructure Unit

Local & Joint Strategic Plans Engagement Document

Draft for Panel Endorsement

October 2019

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Table of contents1.0 Background..........................................................................................165

Introduction............................................................................................165Purpose of the Document......................................................................165Overview of the Growth & Infrastructure Unit........................................165Figure 1: Growth & Infrastructure Unit’s role at a glance ......................166

2.0 Role of the Growth & Infrastructure Unit ..........................................168Unit Engagement During the Local Plan Review Process ....................168Unit Engagement During the Joint Strategic Plan Process ...................169Prior to the Regulation 18 Consultation Stage ......................................170Figure 2: Flow Chart Showing the Process of Engagement Prior to the Regulation 18 Consultation Stage.........................................................171Regulation 18 Consultation ...................................................................172Between the Regulation 18 and 19 Consultation Stages ......................172Figure 3: Flow Chart Showing the Process of Engagement between the Regulation 18 and 19 Consultation Stages ...........................................173Regulation 19 Consultation ...................................................................174Local Plan Service Requirements .........................................................174Table 1: Growth & Infrastructure Unit’s role – Working with LPAs and HCC Services and Teams at Regulation 18 (or before)........................177Table 2: Growth & Infrastructure Unit’s role – Working with LPAs and HCC Services and Teams at Regulation 19 (or before)........................180Post Consultation Engagement.............................................................183Further engagement, prior to submission to the Secretary of State......183Neighbourhood Planning.......................................................................183

3.0 Conclusion ...........................................................................................185

Appendix 1: HCC Service Structure, September 2019 ...............................186Appendix 2: The Growth & Infrastructure Unit Structure Chart,

September 2019 ........................................................................187Appendix 3: Highways and Transportation Requirements ........................189Appendix 4: Adult Care Services (ACS).......................................................206Appendix 5: Early Years Education..............................................................209Appendix 6: Education ..................................................................................211Appendix 7: Community Protection (Hertfordshire Fire & Rescue

Service) ......................................................................................216Appendix 8: Library Services........................................................................217 Appendix 9: Public Health .............................................................................219Appendix 10: Minerals and Waste Planning ................................................220Appendix 11: Waste Management ................................................................222Appendix 12: Environmental Resource Planning Unit ...............................224Appendix 13: YC Hertfordshire .....................................................................225

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1.0 Background

Introduction1.1 With the high levels of growth planned both in and around

Hertfordshire, it is essential that Hertfordshire County Council (HCC) and the County’s Local Planning Authorities (LPAs) continue to work collaboratively to ensure that the right infrastructure is provided in the right location in order to mitigate the impacts of growth.

1.2 Since 2011 there has been significant change to planning guidance through the National Planning Policy Framework (NPPF), supported by the Planning Practice Guidance (PPG). There are new challenges associated with the funding and delivery of infrastructure such as the requirements of the Community Infrastructure Levy Regulations 2010 (now amended). The NPPF and PPG require both LPAs and HCC to identify specific infrastructure requirements upfront as part of the Local Plan making process.

1.3 A separate Transport Issues Protocol was developed by HCC in its role as Highways Authority in January 2011 and this was reviewed in 2016. The Transport Issues Protocol was primarily concerned with the highways data and modelling support available to the County’s LPAs, in order to assist the strategic planning process. The content of this Transport Issues Protocol is included within this document at Appendix 3.

Purpose of the Document1.4 This Local & Joint Strategic Plans Engagement Document provides an

overview of the Growth & Infrastructure Unit’s role within HCC along with establishing the level of support that the Unit will provide throughout the Local and Joint Strategic Plan process. It also provides a clear picture of what is required to enable an evidence base to be developed at each stage of the plan making process that fulfils the requirements of HCC services. The Unit represents the interests of HCC as a service provider. The HCC Property team, as a separate function, represent the interests of HCC as a landowner through the Local Plan process.

1.5 The overall aim of this document is to ensure that when a plan reaches the Examination in Public (EiP), HCC is able to support both the LPA and its Plan as a service provider and in its function as Highways Authority.

Overview of the Growth & Infrastructure Unit1.6 Growth strategies outlined in current Hertfordshire Local Plans provide

for over 100,000 new homes and roughly the same number of jobs by 2031. The next wave of examinations is drawing to a close and all LPAs will be embarking on reviews of their plans to take account of new Government housing and population projections.

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1.7 To meet this challenge, the Unit was created in 2018 to co-ordinate the interests of HCC’s services in the town planning process. Placed within the Environment and Infrastructure Directorate, the work of the Unit relates specifically to the plan making and strategic decision-making processes within planning applications.

Figure 1: Growth & Infrastructure Unit’s role at a glance

1.8 The Unit’s day-to-day role is to represent HCC services and other areas within the Environment & Infrastructure Department during the review of a Local Plan and to act as the main and single point of contact between engagement with HCC (excluding HCC’s Property Team) and the County’s LPAs and other external bodies.

1.9 Specifically, the objectives of the Unit are to:

represent HCC in the promotion of identified infrastructure requirements through the Local Plan/Neighbourhood Plan/Joint Strategic Plan process and other consultations where necessary;

regularly engage with the District’s LPAs throughout the emerging Local Plan process, as required through the Duty to Co-operate (DtC);

ensure that opportunities to secure funding for infrastructure delivery are maximised1;

challenge and explore alternative methods of infrastructure delivery;

lead, guide and support in the delivery of sustainable places; support the objectives of the HCC Corporate Plan.

1 Primarily, but not exclusively in relation to Section106 matters through the planning application process

GIU

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1.10 The Unit has been divided into two geographical areas that cover the following areas of the County:

North East South WestBroxbourne Borough Dacorum BoroughEast Hertfordshire District Hertsmere BoroughNorth Hertfordshire District St Albans DistrictStevenage Borough Three Rivers DistrictWelwyn Hatfield Borough Watford Borough

1.11 Separate teams within the Unit have been assigned to cover these areas, which will liaise with the relevant LPAs throughout the Local Plan review process. The Unit can be contacted via:

growth@hertfordshire.gov.uk

. 1.12 A chart showing the Unit’s place within the Environment &

Infrastructure Department is contained within Appendix 1 and the Unit’s structure is shown in Appendix 2. Contact details for individual teams are also provided within Appendix 2.

1.13 It is intended that some of the elements within this document will be reviewed and updated annually i.e. education forecast table, services requirement updates, etc.

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2.0 Role of the Growth & Infrastructure Unit

Unit Engagement During the Local Plan Review Process2.1 The Unit’s role throughout the Local Plan review process is to assist the

County’s LPAs to develop appropriate evidence at each stage of the Local Plan process in relation to the services in which HCC provides. It is recognised that the level of evidence required at the various stages of the Local Plan review process needs to be proportionate and that the technical work and evidence required will vary according to the stage of the Local Plan process and the scale of development being promoted. The intention is to ensure the most efficient use of the resources for both the LPA and the Unit throughout the process.

2.2 Under the 2011 Localism Act and the NPPF, LPAs have a legal Duty to Cooperate (DtC) with other LPAs and wider organisations. These seek to address strategic planning matters that are driven by larger than local issues which are likely to have an impact beyond their immediate LPA area. The DtC is the mechanism for ensuring the right issues are addressed, in the right way, and with the right partners to maximise the effectiveness of policy and Local Plan making.

2.3 As a statutory consultee under the DtC, HCC seeks the earliest possible engagement with all LPAs once a Local Plan process has commenced. The Unit consider this early engagement to be vital due to the number of services HCC provides. This will help to ensure that the level of service provision and associated infrastructure that is needed within a Local Plan is properly considered and planned for from the outset.

2.4 Ongoing collaboration should take place outside of and in addition to the statutory public consultation periods. Regular co-operation and collaboration will provide the greatest opportunity for a Local Plan to be considered ‘sound’, ‘legally’ and ‘DtC compliant’ from the perspective of the HCC services for which the Unit represent.

2.5 The Unit has identified a number of stages in which collaboration between HCC and individual LPAs should take place in order to achieve a potentially ‘sound’ plan:

Collaboration Prior to the Regulation 18 Consultation Stage; Regulation 18 consultation; Collaboration between the Regulation 18 and 19 consultation

stages; Regulation 19 consultation; Further engagement, prior to submission to the Secretary of State; Support from the Unit during the EiP.

2.6 These stages are elaborated in Figures 2 and 3, which broadly outline HCC’s involvement throughout this process. Specific service

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requirements that will need to be factored into the Local Plan review process are outlined in Tables 1 and 2.

Unit Engagement During the Joint Strategic Plan Process2.7 The Unit recognises that the scale of growth being faced by

Hertfordshire’s LPAs is significant and is becoming increasingly difficult for individual LPAs to deliver in isolation. The government through recent updates to the NPPF are therefore expecting LPAs to increasingly work together to accommodate increasing levels of growth. Collaboration between LPAs can therefore take the form of Joint Strategic Plans (JSPs), using a shared evidence base.

2.8 The structure of the Unit outlined in Appendix 2 has been aligned to assist the LPAs within the South West and North East Central groupings that are collaboratively working together, as listed in the table under paragraph 1.10.

2.9 The Town & Country Planning (Local Planning) (England) Regulations 2012, do not differentiate between Local Plans and Joint Strategic Plans. This means that Joint Strategic Plans that are produced in the county will also be consulted on at the Regulation 18 and 19 stages.

2.10 The position of the Joint Strategic Plan forming part of the Development Plan can be seen within the following diagram:

2.11 In the light of this, the processes in which the Unit engages with the LPAs throughout the Local Plan review process will remain the same

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when applied to the Joint Strategic Plan process. Although Joint Strategic Plans are only anticipated to cover cross boundary issues that include housing, employment and transportation, it is anticipated that all of the county council’s services and teams within the Environment & Infrastructure Department that are outlined in tables 1 and 2 and further elaborated in appendices 3 to 13 will (up to varying degrees) need to participate during the Joint Strategic Plan process.

2.12 The following paragraphs outline how the Unit will engage with each individual LPA during the Local Plan review process, along with LPAs collectively when producing a Joint Strategic Plan. With regard To HCC as Highway Authority, the Highway Authority’s COMET model allows a consideration of cross boundary impacts and the cumulative impact of development growth across the network. The model also allows for development in neighbouring areas such as Luton, Buckinghamshire, Essex and Cambridgeshire. Appendix 3 should therefore be referred to in relation to this.

Prior to the Regulation 18 Consultation Stage2.13 Regulation 18 is usually the first public consultation stage after a LPA

has commenced a review of a Local Plan and upon commencement of a Joint Strategic Plan. The Unit requests constructive engagement with the relevant LPA(s), prior to this consultation stage, in order to establish any emerging issues that will need to be addressed within the new Local Plan and Joint Strategic Plan.

2.14 This stage may include site assessment work together with an exploration of the capacity of existing infrastructure which may assist the LPA(s) in the formulation of potential growth scenarios.

2.15 HCC recognises that not every LPA will have established a possible growth scenario for discussion prior to the Regulation 18 consultation. However, the Unit is keen to share information and to establish possible service requirements; therefore, it is highly recommended that all LPAs discuss strategic sites together with any potential growth options with the Unit at the earliest opportunity. It is considered that the same applies when sites are being considered for a Joint Strategic Plan, if these are being prepared to inform reviews of adopted Local Plans that are within the Joint Strategic Plan area.

2.16 Any discussions regarding growth options between HCC and the LPA would be treated as confidential2; such information will only be circulated internally with relevant teams. Due to the number of specialist service areas within HCC, the Unit will coordinate the relevant inclusion of specific service areas. This will be particularly important where technical advice and direction is required.

2 Information forming part of a document that will be published in the public domain is exempted from FOI requests.

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2.17 It is expected that some more complex issues may not be able to be resolved through meetings. HCC does appreciate that the DtC does not mean a duty to agree and certain issues may not be capable of simple resolution. Nevertheless, the Unit will continue working towards an agreed consensus as far as is possible.

2.18 Figure 2 outlines HCC’s expected process of engagement with the LPA at this stage of the Local Plan review and Joint Strategic Plan process. Specific service requirements that will need to be factored into the Local Plan review process are outlined in Table 1.

Figure 2: Flow Chart Showing the Process of Engagement Prior to the Regulation 18 Consultation Stage

Local Planning Authority Hertfordshire County Council

Local Plan/Joint Strategic Plan work commenced by Local Planning Authority

Meeting set-up with the Growth & Infrastructure Unit and the Local Planning Authority to discuss the scope of the new

Local Plan

Possible growth scenario(s) shared with HCC (if known prior to the Regulation 18 stage);

Review of existing Local Plan allocations/sites;

Sharing of any new housing and employment sites that are being considered;

Sharing of any new data relevant to the Local Plan/Joint Strategic Plan process.

Growth scenario(s) and new housing and employment sites shared with HCC Services for comment (outlined in Section 2 including Highways);

New sites preliminary screened by the Natural, Historic and Built Environment Advisory Service, for any headline ecology, landscape and historic environment constraints.

Following actions arising from this meeting:

Follow-up meeting with the LPA(s) to discuss the results of HCC’s screening and comments received from HCC’s

services

Input received from HCC Services, Highways and the Natural, Historic & Built Environment Advisory Service

included within the Regulation 18 Consultation.

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Regulation 18 Consultation2.19 The Unit will submit a formal response during this consultation to the

LPA, or LPAs who are producing a Joint Strategic Plan on behalf of the Services and other teams within the wider Environment & Infrastructure Department.

2.20 At this point, any matters of concern should have been raised and discussed with HCC prior to the consultation, particularly if this consultation contains a growth scenario. This emphasises the need for effective front loading of evidence and for an early growth dialogue between the LPA(s) and HCC.

2.21 It should be noted that separate representations regarding land promotions and disposals may also be submitted by HCC’s Property Planning Team. These should address any impact on HCC’s services but will be made separate to any dialogue and consultations between the LPA and the Unit.

Between the Regulation 18 and 19 Consultation Stages 2.22 The Unit will seek continued engagement with the LPA(s) between the

Regulation 18 and 19 consultation stages. The flow chart in Figure 3 below outlines the level of engagement that the Growth & Infrastructure Unit will seek to achieve, prior to the commencement of the Regulation 19 consultation. Specific service requirements that will need to be factored into the Local Plan review Joint Strategic Plan process at this stage are outlined in Table 2.

2.23 HCC also recognises that some LPAs may choose to undertake an additional, non-statutory consultation between the Regulation 18 and 19 consultation stages, depending upon the level of detail contained in the Regulation 18 consultation. This may take the form of a further sites consultation on possible additional housing and employment sites that are being considered by the LPA(s) for both Local Plans and Joint Strategic Plans. Requests for meetings from landowners will be considered by the Unit during this stage of the plan making process, particularly if sites are being considered for inclusion at the Regulation 19 consultation stage.

2.24 The Unit will provide comments to the LPA(s), prior to and formally during this consultation, in order to ensure that opportunities for service provision and enhancements are explored where necessary.

Six week Regulation 18 Consultation commences.

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Figure 3: Flow Chart Showing the Process of Engagement between the Regulation 18 and 19 Consultation Stages

Local Planning Authority Hertfordshire County Council

Meeting set-up with the Growth & Infrastructure Unit and the Local Planning Authority to discuss HCC’s response to the

Regulation 18 consultation

Following actions arising from this meeting:

Finalisation of growth scenario to be shared with HCC for internal comment;

Finalisation of new housing and employment sites to be shared with HCC (if not done so previously);

Ensuring any service needs that are identified in the Regulation 18 response are adequately catered for and addressed;

Draft policies to be shared where applicable.

Final growth scenario and finalised housing and employment sites to be shared with HCC services for any further comment (outlined in Section 2 including Highways);

Any new housing and employment sites to be screened by the Natural, Historic and Built Environment Advisory Service, for any ecology, landscape and historic environment constraints;

Comments to be provided on draft policies.

Follow-up meeting with the LPA(s) to discuss the results of the finalised growth scenario, along with final list of housing and employment sites to be included within the Regulation

19 consultation.

Further discussions to take place with HCC and the LPA(s) (if necessary and at Member/Portfolio Holder Level) on

specific Service areas that need to be provided within the Local Plan/Joint Strategic Plan, in order to ensure an

agreed position, prior to the Regulation 19 consultation.

Six week Regulation 19 Consultation commences.

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Regulation 19 Consultation2.25 It is the Unit’s intention that any outstanding issues that may have

arisen at the Regulation 18 consultation stage will have been resolved, prior to the commencement of the Regulation 19 consultation. HCC acknowledges that the Regulation 19 consultation is the publication stage of a Draft Local Plan/Joint Strategic Plan, and the consultation will be centred on its soundness and legal compliance with the relevant planning regulations.

2.26 HCC’s representations to the Regulation 19 consultation will be tailored towards whether the plan is considered to be sound and legally compliant. It is recognised that the LPAs compliance with the DtC will be scrutinised at this stage and during the subsequent examination of the plan. However, it is anticipated that the Unit’s ongoing engagement with the LPA throughout the Local Plan review and Joint Strategic Plan process, will demonstrate compliance with this, irrespective of any outstanding issues.

2.27 If there are soundness issues that have not been resolved, prior to the commencement of this consultation, it may be appropriate for HCC to object to certain areas of the Draft Local Plan/Joint Strategic Plan on this basis. This will be clearly outlined within the submitted objection and the Unit will suggest modifications to the Draft Local Plan/Joint Strategic Plan where possible and appropriate.

2.28 The Unit will share a finalised Local Plan representation with our Executive Member and relevant HCC LPA Members.

Local Plan Service Requirements2.29 HCC provides a number of services that delivers local infrastructure in

the County. The Unit’s primary function is to ensure that these local infrastructure needs are supported through the emerging Local Plan, Joint Strategic Plan and Neighbourhood Plan process.

2.30 Listed below are the services in which the Unit represents, along with other areas within the wider Environment & Infrastructure Department. A summary of the roles and functions of these services and areas within the Environment & Infrastructure Department are outlined in Appendices 3 to 12. Where possible input will also be given to the LPA’s technical studies where requested.

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HCC Service Areas Include:Highways and Transportation (Appendix 3)Including: HCC as Highways Authority; Network and Travel Planning Team (bus service provision and

travel planning); Strategic Transport & Rail Team (rail infrastructure and strategic

transport links); Rights of Way (maintenance of the County’s public rights of way).

Adult Care Services (Appendix 4)

Including extra care provision, care homes and special needs housing.

Early Years Education (Appendix 5)Including: Early Childhood Services (pre-school age services, children

centres);Education (Appendix 6)

School Place Planning (primary and secondary schools). Special Education Needs.

Community Protection (Appendix 7) Including Hertfordshire Fire & Rescue Service.Library Services (Appendix 8) Maintaining the level of library provision throughout the County)Public Health Authority (Appendix 9) Promotion of healthy living within the County.Minerals and Waste Planning (Appendix 10) Responsibility for the Minerals and Waste Local Plans.Waste Disposal Authority (Appendix 11) Including the management of Household Waste Recycling Centres

in the County.

YC Hertfordshire (Appendix 12)

Provision of young people’s centres.

Environmental Resource Planning Unit (Appendix 13)

Flood Risk Management (HCC’s role as Lead Local Flood Authority);

Natural, Historic and Built Environment Advisory Service (Ecology, Historic Environment, Landscape)

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2.31 The process by which the Unit seeks to establish the requirements of each of the services and other areas within the wider Environment & Infrastructure Department which the Unit represents with the LPAs throughout the Local Plan/Joint Strategic Plan process are outlined in Tables 1 and 2.

2.32 It should be noted that the content of Tables 1 and 2 are not comprehensive or exhaustive and the type of information required at each stage will depend on the scale and location of the proposed development and the potential level of impact on the services.

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Table 1: Growth & Infrastructure Unit’s role – Working with LPAs and HCC Services and Teams at Regulation 18 (or before)

As outlined in Figure 2, The Unit considers engagement with the LPA(s) prior to the Regulation 18 consultation to be critical in determining any emerging growth scenarios and/or sites that may be being considered by the LPA(s). HCC recognises however that not all LPAs will have established or emerging growth scenarios and sites to discuss and share, prior to the Regulation 18 consultation stage.

The outputs that are outlined in Table 1 below should therefore be facilitated as much as possible prior to the Regulation 18 consultation.

Input from LPA General locations for growth; If regular liaison meetings are not already requested by the LPA, the LPA is to initiate contact with the Unit to facilitate internal

discussions with HCC services in order to establish level and capacity of existing service provision within the relevant LPA area; Infrastructure Delivery Plan (IDP) requirements to be discussed, including: infrastructure required on site/ in the surrounding

area i.e. Schools, Libraries, GP surgery, Gypsy and Travellers sites, telecommunication infrastructure, etc. Inputs and outputs to be clearly documented and agreed between the LPA and HCC.

HCC Service/Team Output from HCC

Highways Authority3 Identify existing problems and issues in relation to roads and junctions within the LPA area. Advise on any improvement plans within the LPA area and in the surrounding areas. New sites preliminary screened for any headline highway constraints.

Rights of Way Service needs identified on the Definitive map. Advise on any improvements outlined in the LPA area within the Rights of Way Improvement

Plan.

3 The detailed Highways and Transportation outputs from both the LPA and HCC in relation to the specific stages of the Local Plan review process should be referred to.

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New sites preliminary screened for any existing Rights of Way. Passenger Transport – Network & Travel Planning

Identify problems and issues in terms of the existing public transport networks and travel planning within the within the LPA area.

Advise on any improvement plans within the LPA area. New sites preliminary screened with regard to their connectivity to the existing bus network

and whether new services could appropriately serve them. Highways – Strategic Transport and Rail

Identify problems and issues in terms of the existing railway network within the LPA area. Advise on any improvement plans within the LPA area.

Adult Care Services

Identification of existing adult care service infrastructure within LPA area. Evaluation of additional need if growth scenario and/or additional sites are known. Evaluation of need if objectively assessed housing need is only known. Outstanding issues raised and ways forward suggested.

Children’s Services (Early Years and School Place Planning)

Identification of existing education infrastructure within the LPA area. Evaluation of additional school places if growth scenario and/or additional sites are known. Evaluation of additional school places if objectively assessed housing need is only known. Outstanding issues raised and ways forward suggested.

Community Protection (Herts Fire & Rescue Service)

Identification of existing HFRS infrastructure within LPA area. Evaluation of additional HFRS infrastructure if growth scenario and/or additional sites are

known. Evaluation of additional HFRS infrastructure if objectively assessed housing need is only

known. Outstanding issues raised and ways forward suggested.

Library Services

Identification of existing library infrastructure within LPA area. Evaluation of additional library infrastructure if growth scenario and/or additional sites are

known. Evaluation of additional library infrastructure if objectively assessed housing need is only

known. Outstanding issues raised and ways forward suggested.

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Public Health Authority Identification of existing Air Quality Management Areas (AQMAs) within the LPA area. Advise on any relevant public health issues, e.g. how to create a better mixed community, etc

when taking into account any new sites and/or growth scenarios that are known. Suggest text for inclusion within an appropriate policy.

Minerals and Waste Planning

Identify and advise on existing waste management facilities within the LPA area (including any allocated sites and employment land areas search that are identified in the adopted Waste Site Allocations DPD).

Identify and advise on existing mineral extraction sites within the LPA (including rail aggregate depots that are identified in the adopted and emerging Minerals Local Plans).

Advise on any proposed sites that may be subject to prior mineral extraction, in line with the Minerals Local Plan.

Waste Disposal Authority (Waste Management)

Identification of existing Household Waste Recycling Centre (HWRC) infrastructure within LPA area. Identify any current HWRC facilities that could be expanded if required

Evaluation of additional HWRC infrastructure if growth scenario and/or additional sites are known.

Evaluation of additional HWRC infrastructure if objectively assessed housing need is only known.

YC Hertfordshire Identification of existing YC facilities within LPA area. Evaluation of additional YC facilities if growth scenario and/or additional sites are known. Evaluation of additional YC facilities if objectively assessed housing need is only known.

Environmental Resource Planning (Natural, Historic & Built Environment Service)

New sites preliminary screened for any headline ecology, landscape and historic environment constraints.

Identifying areas within the LPA area for general ecology, landscape and historic environment constraints if no sites or growth scenario/or additional sites are known.

Environmental Resource Planning (Flood Risk Management Team)

New sites preliminary screened for any headline flooding constraints (in conjunction with any separate response that may have been received from the Environment Agency).

Identifying areas within the LPA area for flooding if no sites or growth scenario/or additional sites are known in line with the Local Flood Risk Management Strategy for Hertfordshire.

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Table 2: Growth & Infrastructure Unit’s role – Working with LPAs and HCC Services and Teams at Regulation 19 (or before)

As outlined in Figure 3, The Unit considers that outstanding service requirements should be finalised and incorporated into the emerging Local Plan, prior to the commencement of the Regulation 19 consultation. Therefore, the actions arising from the outputs that are outlined in Table 2 below should be agreed, prior to the Regulation 19 consultation. Main Modifications may need to be suggested if soundness objections have been submitted to the LPA(s) at the Regulation 19 consultation stage.

Input from LPA Local Plan: Clear growth scenarios/site specific locations; Facilitating further meetings between the LPA(s) and HCC to firm up and finalise service requirements, prior to the Regulation

consultation stage; Inputs and outputs to be clearly documented and agreed between LPA(s) and HCC. Service needs and requirements summarised and identified within any applicable site related or masterplan based policy. Service needs identified on relevant Policies Map (where required).

HCC Service/Team Output from HCC

Highways Authority4

COMET modelling conducted to establish impact of proposed sites on the existing highway network.

Agreed programme of works needed in relation to highway improvements outlined in site specific policies and masterplans within the Regulation 19 consultation.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to care need provision.

Passenger Transport – Network & Travel Planning

Finalising sites that should be linked to the overall bus route network. Providing policy wording with regard to new bus routes being included within additional sites

(where applicable).

4 The detailed Highways and Transportation outputs from both the LPA and HCC in relation to the specific stages of the Local Plan review process should be referred to.

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Highways – Strategic Transport and Rail

Finalising sites that could be accessed from the rail network. Providing policy wording with regard to improvements to the rail infrastructure if new sites

are located within close proximity.

Rights of Way Ensure the provisions of the Rights of Way Improvement Plan are incorporated and listed

within any site specific policy and masterplan. Advise on any impacts to the Rights of Way network.

Adult Care Services

Evidence base outlining educational need compiled. Identify locations where additional care need could be planned for if growth scenario and/or

new sites were not established prior to the Regulation 18 consultation. Establish and agree Memorandums of Understanding and/or Statements of Common

Ground (if needed) with regard to care need provision.

Children’s Services (Early Years and School Place Planning)

Evidence base outlining educational need compiled. Identifying sites that may suitable to accommodate additional education in the form of either

a new primary or secondary school site if growth scenario and/or new sites were not established prior to the Regulation 18 consultation.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to education provision.

Community Protection (Herts Fire & Rescue Service)

Identifying sites that may suitable to accommodate additional or consolidated HFRS service provision if growth scenario and/or new sites were not established prior to the Regulation 18 consultation. Identify sites for co-location of existing sites if needed.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to HFRS provision.

Library Services

Identifying sites that may suitable to accommodate additional or consolidated library service provision if growth scenario and/or new sites were not established prior to the Regulation 18 consultation.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to library provision.

Public Health Authority Finalise appropriate policy wording, prior to the Regulation 19 consultation.

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Advise on any site specific issues if necessary.

Minerals and Waste Planning

Advise on impact of proposed sites on the safeguarded waste management facilities, allocated waste sites, employment land areas of search and existing and proposed mineral extraction sites.

Advise on any proposed sites that may be subject to prior mineral extraction, in line with the Minerals Local Plan, if unable to do so, prior to or at the Regulation 18 stage.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to HWRC provision.

Provide up to date references to the status of the adopted Minerals and Waste Local Plans for incorporation into the LPA’s Regulation 19 Local Plan.

Waste Disposal Authority (Waste Management)

Identifying sites that may suitable to accommodate additional or consolidated HWRC provision if growth scenario and/or new sites were not established prior to the Regulation 18 consultation. Identify sites for co-location of existing sites if needed.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to HWRC provision.

YC Hertfordshire

Identifying sites that may suitable to accommodate additional or consolidated YC facilities if growth scenario and/or new sites were not established prior to the Regulation 18 consultation.

Establish and agree Memorandums of Understanding and/or Statements of Common Ground (if needed) with regard to YC facilities.

Environmental Resource Planning (Natural, Historic & Built Environment Service)

Any site specific ecology, historic environment and landscape comments are finalised and incorporated by the LPA into site specific policies and masterplans.

Environmental Resource Planning (Flood Risk Management Team)

Any site specific flood risk comments are finalised and incorporated by the LPA into site specific policies and masterplans.

Provide up to date references to the status of the adopted Flood Risk Management Strategy for incorporation into the LPA’s Regulation 19 Local Plan.

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Post Consultation Engagement

Further engagement, prior to submission to the Secretary of State2.33 The level of detail contained within HCC’s representation to the

Regulation 19 consultation will depend upon HCC’s service needs and other comments being taken into account and included (where necessary) within the Draft Local Plan/Joint Strategic Plan.

2.34 Continued collaboration prior to this stage should have resulted in a Local Plan/Joint Strategic Plan which HCC considers to be sound. However, if there are still outstanding issues that need to be resolved, prior to the EiP, HCC will seek to engage with the LPA(s) to ensure that any of the proposed modifications to the plan at the Regulation 19 stage can be suggested for incorporation.

Support from the Growth & Infrastructure Unit during the EiP2.35 Officers from the Unit will attend the EiP Hearing Sessions and

continually support the LPA during the wider EiP in relation to the service requirements and provision that have been identified in the Draft Local Plan.

2.36 Where necessary, representatives from the relevant service will also attend the Hearing Sessions and the Unit will work alongside HCC colleagues to support their engagement throughout the EiP.

Neighbourhood Planning2.37 A number of Neighbourhood Plans are now being prepared throughout

the County and once approved at referendum stage and formally adopted, Neighbourhood Plans will have the same legal status as the LPA’s Local Plan. Due to the nature of Neighbourhood Plans, policies within them are not strategic (as these are set out within the District Local Plan or Joint Strategic Plan for the area), but must be taken into account, alongside relevant Local Plan policies when determining planning applications.

2.38 Similarly, to Local Plan consultations, responses to consultations on emerging Neighbourhood Plans will be provided by the Unit at the appropriate stage. Views from the services will be sought at the relevant consultation stage and included within the representation that is sent to the relevant authority.

2.39 HCC expects that the LPA will take a proactive approach, working collaboratively with Parish Councils/Neighbourhood forums, in order to share all the essential evidence in the production of the Neighbourhood Plan. Should a Neighbourhood Plan allocate sites for development, highway modelling work and relevant appraisal and assessment should be carried out to demonstrate the feasibility of those proposals.

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2.40 Whereas new allocations of housing are proposed and local infrastructure requirements may be required, HCC urges Parish Councils/ Neighbourhood forums to discuss these potential options with our services through the Unit at the earliest opportunity. Meetings will be set-up where necessary to discuss service requirements at the appropriate stage.

2.41 Where necessary, HCC as the Local Highway Authority (HA) will provide a proportionate response to requests for assistance in the preparation of Neighbourhood Plans. As a minimum, it is expected that the outputs of modelling work and infrastructure requirements identified as part of the Local Plan process are incorporated into Neighbourhood Plans.

2.42 It will also be necessary for Neighbourhood Plans to incorporate the objectives of the Local Transport Plan (LTP4, which was adopted in May 2018) including its supporting documents and the outputs of any existing Urban Transport Plans and future Growth and Transport Plans or other transport strategies relevant to the area. Further information and access to the documents is available here: http://www.hertsdirect.org/services/envplan/plan/hccdevplan/neighbourhoodplanning/

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3.0 Conclusion

3.1 This engagement document demonstrates the collaborative working that HCC through the Growth & Infrastructure Unit is willing to undertake with all of the County’s LPAs throughout the Local Plan, Joint Strategic Plan and Neighbourhood Plan review process.

3.2 HCC recognises the need for all LPAs to have up-to-date Local Plans/Joint Strategic Plans in place, in order to ensure that the levels of growth within the LPA areas are sustainable and the HCC service provision is satisfactorily included to meet the levels of growth within each adopted Local Plan/Joint Strategic Plans.

3.3 In summary:

The Unit represents HCC as service provider and support additional HCC Environment & Infrastructure Department involvement in the Local Plan and Joint Strategic Plan process;

Early and ongoing engagement is critical; Evidence for Local Plan and Joint Strategic Plan development is

proportionate to the relevant stage of the process; Confirmation of potential growth scenarios will result in more

detailed information from each HCC service/team; All inputs and outputs to be clearly documented and agreed where

practicable to support continuous, collaborative and constructive engagement.

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Appendix 1: HCC Service Structure, September 2019

Hertfordshire County CouncilChief Executive: Owen Mapley

Highways and Transportation

Director: Mark KempAssistant Director: Patsy Dell

Head of Service: Rupert Thacker

Adult Care ServicesDirector: Iain McBeath

Operations Director: Chris Badger

Head of Service: Kulbir Lalli

Community Protection/ (Herts Fire & Rescue)

Director/ (Chief Fire Officer): Darryl Keen

Deputy Chief: Chris BiglandAssistant Chief: Steve Tant

Library ServicesDirector: Scott Crudgington

Assistant Director: Taryn Pearson

Head of Service: Andrew Bignell

Public Health AuthorityDirector: Jim McManus

Head of Service: Sue Matthews

Minerals and Waste PlanningDirector: Mark Kemp

Assistant Director: Patsy DellHead of Service: Jonathan Tiley

Waste Disposal AuthorityDirector: Mark Kemp

Assistant Director: Simon Aries Head of Service: Matt King

Environmental Resource Planning Unit (Ecology, Historic Environment, Landscape, Flooding)

Director: Mark KempAssistant Director: Simon AriesHead of Service: John Rumble

YC HertfordshireDirector: Jenny Coles

Assistant Director (interim): Lindsay Edwards

Head of Service: Andy Manson

Growth & Infrastructure Unit Director: Mark Kemp, Assistant Director: Patsy Dell, Head of Service: Sarah McLaughlin

Responsible for the co-ordination of the above into the County Council Local Plan representations

Children’s Services (Early Childhood Services and

School Place Planning)Director: Jenny Coles

Assistant Director: Simon NewlandHead of Service: Pauline Davis

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Appendix 2: The Growth & Infrastructure Unit Structure Chart, September 2019

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Contact Details for the Growth & Infrastructure Unit, September 2019

Name Role Email Address Phone Number

Sarah McLaughlin

Head of Growth & Infrastructure Unit

Sarah.mclaughlin@hertfordshire.gov.uk 01992 588110

Matthew Wood

Planning Consultant Garden Communities

Matthew.wood@hertfordshire.gov.uk 01992 555197

Rachael Donovan

Strategic Sites Officer

Rachael.donovan@hertfordshire.gov.uk 01992 556294

Bron Claridge Strategic Infrastructure Team Leader

Bron.claridge@hertfordshire.gov.uk 01992 588355

Anthony Bester

Support Officer Anthony.bester@hertfordshire.gov.uk 01992 555684

Denise Headland

Monitoring Officer Denise.headland@hertfordshire.gov.uk 01992 588137

Russell Monck

Growth Area Team Leader (South West)

Russell.monck@hertfordshire.gov.uk 01992 588274

Christine Perkins

Growth & Infrastructure Officer (South West)

Christine.perkins@hertfordshire.gov.uk 01992 588303

Martin Wells Senior Planning Officer (South West)

Martin.wells@hertfordshire.gov.uk 01992 555838

Velda Wong Senior Planning Officer (South West)

Velda.wong@hertfordshire.gov.uk 01992 555544

Antony Proietti

Growth Area Team Leader (North East)

Antony.proietti@hertfordshire.gov.uk 01992 555600

Ben Bowles Senior Planning Officer (North East)

Ben bowles@hertforddshire.gov.uk 01992 588860

Sarah Burgess

Growth & Infrastructure Officer (North East)

Sarah.burgess@hertfordshire.gov.uk 01992 588303

Trish Lyons Senior Planning Officer (North East)

Trish.lyons@hertfordshire.gov.uk 01992 556254

Xavier Preston

Senior Planning Officer (North East)

Xavier.preston@hertfordshire.gov.uk 01992 555277

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Appendix 3: Highways and Transportation Requirements

Summary HCC is the Local Highways Authority for the County and is responsible for the maintenance of all public roads in Hertfordshire. HCC adopted its fourth review of the Local Transport Plan in May 2018 (known as LTP4) which sets out the vision for highways and transport planning in the County from 2018 through to 2031. LTP4 is also supported by a number of supporting strategies for each specific area of transport planning, which supports the main LTP4 document.

The Highways Authority through the Growth & Infrastructure Unit is keen to ensure that early engagement with the LPAs is undertaken at the earliest opportunity once a review of a Local Plan has commenced. This appendix outlines the roles and responsibilities of the LPA in developing highway evidence to support the emerging Local Plan and how HCC as Highways Authority will support the LPA throughout this process. It also outlines specific areas and key parts of the Local Plan review process where engagement on highways matters should take place.

This appendix incorporates the previous Transport Issues Protocol Document that was developed by HCC as Highways Authority in January 2011 and reviewed in 2016.

Outlined within this appendix is the data and modelling support available to assist the Local Plan review process from an early stage through to developing master plans and the appropriate level of evidence required for examinations. The adoption of a new Local Transport Plan (LTP4) and its ambition to facilitate behaviour change and promote a hierarchy of considerations (looking to reduce the need to travel and encourage sustainable modes) heightens the need for early engagement, as traditional solutions are being superseded. Policy 1 of LTP4 states:

LTP Policy 1: Transport User HierarchyTo support the creation of built environments that encourage greater and safer use of sustainable transport modes, the county council will in the design of any scheme and development of any transport strategy consider in the following order:

Opportunities to reduce travel demand and the need to travel Vulnerable road user needs (such as pedestrians and cyclists) Passenger transport user needs Powered two wheeler (mopeds and motorbikes) user needs Other motor vehicle user needs

IntroductionThe overall aim of this appendix is to ensure that sufficient evidence is available by the time of an EiP so that HCC as Highway Authority (HA) are able to support the development strategies and Infrastructure Development

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Plans being brought forward in Local Plans across the County and around its boarders.

This appendix seeks to set out the HA’s evidence requirements for each of the various Local Plan stages. This evidence is critical to the HA being able to understand the impacts of growth and the associated mitigations that have been developed as part of the Local Plan process led by the LPAs. The intention is to set out the level of transport/highway information and evidence processes in place as well as providing a clear picture of what is required to enable a sound understanding and evidence base to be developed at each stage of the plan making process.

The intention of this is to enable the HA to have a reasonable level of confidence throughout the process that development related transport and highways issues can be addressed to an acceptable level in line with LTP4 and also that there are no ‘severe’ impacts associated with the Local Plan or other major ‘show stoppers’ which would affect the delivery of the Local Plan.

The HA recognise that the level of evidence required at the various stages of Local Plan development needs to be proportionate, and that the technical work and evidence required will vary according to the stage of the Local Plan process and the scale of development being promoted. The intention is that the most efficient use of the resources available the LPA and HA are used throughout the process.

There are also key Highways documents that should be reviewed at an early stage of a Local Plan process, notably LTP4, relevant Growth and Transport Plans and this appendix that includes modelling requirements and timescales, a ‘severe matrix’ and a Place/Movement process for assessing the impact of development in highways terms.

The role of the LPA in developing Highway EvidencePrior to, or at the Regulation 18 consultation stage (often referred to as the ‘issues and options’) a desktop review of current network issues which identifies whether proposed development locations are likely to impact on already sensitive sections on the highway network will be sufficient (i.e. using Growth and Transport Plans (GTPs), the Severe Matrix and understanding the Place or Movement function) along with identification of issues and opportunities for sustainable transport.

As the Local Plan develops through to the Regulation 19 consultation stage, (and prior to submission), transport modelling will be required to identify the potential scale of the impacts to the transport network (in relation to both large scale strategic sites and the cumulative impact of the overall plan and neighbouring plans) and to help inform the development of suitable mitigation measures.

At relevant stages of plan making, if there is an identified development/site promoter, the LPA will be seeking commitment from the developer to provide appropriate highway evidence/assessment/justification as part of their

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submission to the LPA. This should include an expectation for the promoter to use recommended transport models (see below) and demonstrate the proposed measures to enable sustainable travel.

Where the promoter makes a submission of transport/highways evidence, the LPA will contact the HA to discuss the content of such reports and will consult the HA as soon as practicable. The content of such reports can also be discussed at an applicable liaison meeting between the HA and LPA, in order to decide upon the level of response that is needed. The HA will respond with a general assessment of the submitted material and in relation to any other evidence they already have available. The emphasis of the response will be to utilise readily available information and to apply current policy to give an “in principle” view on the impact of the proposals in relation to the NPPF.

If at this stage there is no objection in principle, this will be taken as definitive at a strategic level. It will not however obviate the need for additional detailed work on implementation or mitigation at later stages or the stage of a planning application.

If it is considered likely that there are wider strategic impacts of a development site or sites on the transport network and the HA expresses a view that there are issues that require further investigation they will make the LPA aware. It is expected that the LPA will lead with developers where applicable to undertake to investigate the issues further, and develop and assess the impact of possible mitigation proposals, taking comments from the HA into account, prior to inclusion within a Local Plan and the associated Infrastructure Delivery Plan if appropriate.

Table 1 sets out the evidence requirements that may be sought for each stage of the Local Plan process. However, the list is not comprehensive or exhaustive and the type of information required at each stage will depend on the scale and location of the development being proposed and the potential level of impact on the network.

The cumulative impact of proposed growth will be assessed as part of the annual COMET runs and may highlight unforeseen impacts on the network as a result of a number of smaller scale developments that, at the time of initial assessment, individually were not considered likely to generate potential problems. Any identified impacts will need to be considered as part of the development of the relevant Local Plans and are likely to require the LPA or group of LPAs to work together to develop deliverable mitigations as part of the Local Plans’ development.

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Table 1, Local Plan Evidence Requirements to the HA

Stage Information required of LPA by the HA

Appropriate evidence HA role Highways England (HE) Input

Regulation 18 Consultation Stage

Review of current network issues (infrastructure deficit) & schemes already identified together with details of locations, type of growth and numbers / scale

COMET travel pattern analysis workCOMET base model outputSevere Matrix testsTransport Vision, Local Transport Plan, Growth and Transport Plans, Congestion Hotspots, Inter Urban Route Strategy,

Use existing evidence sources to highlight key highways issues on local road network related to proposed development locations & provide appropriate information from existing policy documents. Highlight any issues and opportunities for sustainable travel options.

Highlight key issues for the Strategic Route Network

High level run of COMET (medium term) or pre-existing highway models

Technical advice in relation to modelling work. Assistance with interpretation of results

Plan Preparation

Prior to Regulation 19 Consultation stage

Indication of locations likely to experience increased traffic flow / stress as result of options. To facilitate the above commission the necessary modelling to establish the highway impacts of potential growth. Provide HA with up to date details of preferred spatial distribution together with any identified mitigations.

COMET cumulative impact tests

Check of COMET cumulative outputs against more localised modelling & identification of additional locations. Confirmation of whether proposed larger scale mitigation measures cause any adverse

Involvement in discussions of model results where Strategic Route Network affected

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impacts elsewhere

Consider options in the context of LTP Policy 1.

Regulation 19 Consultation Stage

Outline mitigation measures (including sustainable transport options as well as highway capacity improvements), broad cost estimates, indicative delivery timescales, identification of funding sources where known

Run of preferred option through highway model if required & if key issues identified.

High level feasibility review of mitigation measures including assessment of broad costs & deliverability5

Technical guidance for modelling work.

Provide advice guidance for feasibility review

Provide advice / guidance on enabling travel choice and sustainable modes.

Involvement in discussions in relation to any mitigation measures affecting Strategic Route Network.

Submission

Prior to submission it would need to be established that proposed measures mitigate against severe harm and are deliverable in line with Local Plan timescales. Indicative cost estimates of measures, high level

Refinement of designs & costs through modelling work. Indication of likely level of CIL/S106 sought & identification of funding gaps

Identification of potential funding opportunitiesSupport in developing Draft Infrastructure Delivery Plan

Identification of potential funding opportunitiesSupport in developing Draft Infrastructure Delivery Plan

5 High level feasibility review consists of desk based exercise of proposed scheme to identify any critical showstoppers to the delivery of the scheme (e.g. environmental or physical constraints) and to establish reasonableness of identifying appropriate funding sources.

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feasibility assessment and identification of funding sourcesDraft Infrastructure Delivery Plan agreed with stakeholders

At the Regulation 18 stage, the HA will provide pre-existing traffic and transport data. Current network constraints have already been identified in many areas from COMET, pre-existing studies such as model development work, GTPs, Urban Transport Plans (UTPs), Inter Urban Route Strategy (IURS) and congestion hotspot analysis. The HA will use these and other relevant work to flag up areas of concern.

HCC recently developed COMET and also own a number of more detailed highway models covering the key towns and can provide advice on these and access to them. LPAs will be asked to fully fund the costs of any required modelling runs over and above the annual cumulative growth scenario model runs as agreed in conjunction with the HA using transport planning consultants.

Once potential mitigation measures are identified, the HA will work with LPAs (and any other relevant stakeholders), to assess the sustainability, suitability, feasibility and deliverability of schemes, including the consideration of likely funding sources. This will form part of the integrated infrastructure planning process.

Where potential funding gaps are identified, the HA will work with the LPAs to identify ways to support the delivery in the long term.

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Post EiP Support/Pre & Planning Application StagesDevelopers/applicants should be encouraged to engage in pre application discussions with HCC and the LPA. Developers/applicants will be required to fund all technical aspects of the pre application discussion such as road safety audits and any bespoke modelling work. LPAs will also be charged for technical work where there are a large number of sites to assess. As part of the planning application process for large sites, developers/applicants will be expected to produce Transport Assessments which will include estimates of the number of vehicle trips and their onward destinations. Developers/applicants will be expected to test their proposals in COMET or in existing HCC transport models where available to determine the full highway impacts both at the immediate access junctions and, where necessary, at critical locations over the wider network. The modelling requirements will vary according to the scale and location of the proposed development and will be agreed at the initial scoping discussions as part of the planning application process. This technical work will feed into the design of appropriate mitigation measures.

Through COMET, HCC will continue to look at the implications of the cumulative impact of development growth and, where additional mitigation is identified, feed outputs into future updates of IDP. Further updates will also be required on a regular basis to reflect the Transport Vision work, emerging Growth and Transport Plans, UTP updates, IURS updates, and also changes to potential funding streams. HCC will continue to work with the LPAs through the existing Strategic Transport Issues Board LET (STIBlet) process.

County Wide Transport Model (COMET)To inform the process of Local Plan development and review, the HA runs the County Wide Transport Model (COMET) annually and will seek the latest spatial planning proposals from the LPAs to include and inform the process. The indicative annual timeline for this process is detailed in Figure 1.

The COMET model will be used to support the Local Plan process and to provide an appropriate evidence base for this work. It enables an understanding of the cumulative impact of the forecast growth to be considered as well as helping to consider the most suitable mitigations and sustainable locations.

The results will then be formally fed back through the various forums and meetings that take place with the LPAs (Such as HPG and STIBLET sessions) to help ensure a common understanding of the issues identified from the modelling work and focus discussion, further investigation and development of the most appropriate mitigation measures. Feed back can also be given to an individual LPA if/where required.

The success of the tests will depend on the provision of good up to date planning data from the LPAs. Spreadsheets of assumed housing and employment sites and numbers will be provided to LPAs in advance of the model tests, LPAs will be asked to confirm whether any changes are required

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to reflect their latest Local Plan development. LPAs will also be asked to confirm the strategic transport mitigations they wish to have included in a scenario run. This is an opportunity to add schemes identified or likely to be identified in Infrastructure Delivery Plans (IDP) and test policy options (e.g. mode shift / different traffic growth assumptions).

The LPA will be required to provide layout plans/proformas giving details of the scheme. The model is strategic in nature so only key schemes likely to have an influence on travel patterns should be included). A summary list of all schemes/mitigations included in the run along with the growth assumptions will accompany the output of the model.

Information from the cumulative model runs will be shared with LPAs via HPG and this will provide information on likely cross boundary impacts, identify the impact of development growth on interurban travel and identify future congestion hotspots and areas of stress on the key transport network.

The COMET model would also be suitable at this stage for use by the LPAs for assisting in the identification of possible locations for growth and evaluating different development options and mitigation measures

It is recognised that prior to the publication of the Regulation 19 Local Plan, there can be sensitivity around the planning data. The Transport Planning and Data team can act as custodians of this data. Where this needs to be shared with our internal HCC partners (such as Children’s Services, Environment & Infrastructure Department and Property) for forward planning purposes and to help HCC inform our overall planning response to the Local Plans, the sharing of data will be strictly controlled. Each unit will sign up to a Memorandum of Understanding restricting the use of the data to named individuals, preventing its publication in a detailed format and preventing its supply to third parties without prior consent of the LPA(s) concerned.

A key benefit of the COMET model is that it allows a consideration of cross boundary impacts and the cumulative impact of development growth across the network. The model also allows for development in neighbouring areas such as Luton, Buckinghamshire, Essex and Cambridgeshire.

LPA use of COMETLPAs may also wish to test the impacts of their proposed Local Plan independently of the HCC led runs to help inform Local Plan development and demonstrate the effectiveness of any mitigation measures using either COMET or pre-existing models (as appropriate and agreed with the HA). The cost of this modelling work will vary depending on the number of model runs to be undertaken and the number and complexity of mitigation measures to be tested. LPAs will be expected to cover any such costs. Turnaround for a separate run of the model is typically six to eight weeks, but should be confirmed with HCC’s Transport Planning Framework Contract.

For the purposes of Local Plan submission a high level feasibility assessment of proposed mitigation measures is required from the modelling work. The

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detailed design of schemes is then expected to be picked up by developers/applicants who will be encouraged to make use of HCC’s models. This work will be funded by developers/applicants and cost estimates will be provided by HCC using criteria such as the number of runs to be undertaken, the complexity of the development and the number of new transport schemes to be coded in.

Where issues and the likely mitigations are strategic in nature and/or can’t be assigned to the impact of one particular development or Local Plan, further assessment work will be required to help identify the most appropriate course of action in collaboration with other relevant organisations such as Highways England or Network Rail and the LPAs. In co-operation with the relevant authorities HCC will lead discussions to help inform the process. These are likely to take the form of corridor or area working groups and will need to operate at both officer and elected member level. It is likely that in order to enable the group to develop and consider proposals and options there will need to be a subscription to the group.

If mitigation measures are identified HCC will lead where appropriate or co–ordinate with the relevant lead organisation. The solutions to these issues may be complex and as such time consuming and costly to move forward. During the process HCC will ensure that all parties are updated in respect to progress and potential Local Plan implications.

Outputs from modelling work The highway element of the COMET model has been developed using Saturn model software. A number of the pre-existing urban area models (such as WHaSH and the Broxbourne Transport Model) are also based on Saturn and there are also more detailed Paramics models in Hemel Hempstead, Stevenage, Borehamwood, and Hertford & Ware, with other urban centres being developed. Saturn and Paramics are traffic models which are able to take full account of vehicle re-routeing due to congestion and also can model the impact of increased traffic flows at junctions. Outputs which can be produced include the following:

Flow difference plots – absolute changes in traffic flow (including turning movements at junctions) with development;

Changes in queues / delays / journey times; Volume to capacity ratios at junctions (and on links); Indication of likely onward routes of traffic from a particular development

(select link analysis); and Overall network statistics (average journey times and delays – allowing

different options to be quickly compared). Changes in journey time along key corridors / routes

Saturn and Paramics based traffic models are also able to explicitly test the impact of potential mitigation schemes and measure their effectiveness. HCC can also provide LPA’s transport consultants with access to model outputs through an online portal (There is a single licensing fee for this access).

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Figure 1: Indicative annual timeline detailing key milestones for COMET modelling of emerging/preferred spatial distributions of growth across the County

LTP4 Compliance TestThe LTP4 Compliance Test is conducted using a predefined spreadsheet and assesses a site against LTP4 policies relevant in a spatial context. Please contact the Local Plan and Strategic Development group for the most current version of the test (Contact details are in Table 3).

The NPPF outlines that development should be prevented or refused on transport grounds where the residual cumulative impacts of development are severe HCC as HA recognises that there is no further definition of severe, and therefore has set out a method whereby the residual cumulative impact of development can be considered against relevant criteria. Whilst the COMET model provides clear data for vehicle transport impacts, the method is

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applicable to sites at an early stage when understanding broad allocations that could have a severe impact. At later stages when modelling data is available, it would be included within this process.

Where a proposed development/site allocation(s) is being considered, this approach can be used to identify potential issues of the transport impact through a consistent methodology. The criteria within the method aligns to the policies set out within the LTP and each of their key issues. The development will be considered against these factors and the outcomes used to guide professional judgment in determining the transport impact.

When testing the impact of a site, there could be cases where there may be concerns over achieving a range of LTP4 policies, or a fundamental concern that achieving policy alignment is not possible. A proposal may have a negative impact on a range of policies, or where a single policy is significantly impacted upon; this could give grounds to consider the proposal as having a severe impact. It is not intended as an offsetting process; therefore positively impacting one objective to the detriment of another would not be considered mitigation.

The test can be used as an informing process as a site progresses through the stages of development. Where mitigation measures have been proposed at later stages, the site can be re-considered using this same methodology to identify if it subsequently aligns with the LTP4 policies and that the measures mitigate impact acceptably. Developers/LPAs may be expected to provide relevant evidence of the effect of the measures to demonstrate the acceptable impact of the development. In some situations, this may require master planning to identify that a site could be delivered without a severe highways impact.

Additional Transport DataHCC holds a large amount of transport data which can be provided to the LPAs to develop their evidence base and this can be provided upon request.

In addition HCC are developing a set of Evidence Packs for the main towns in the county containing key facts and figures in relation to transport. Current packs available are

Watford Hemel Hempstead St Albans Stevenage Hertford and Ware Hatfield and Welham Green Welwyn Garden City Potters Bar Letchworth and Baldock Hitchin Borehamwood and Radlett

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Lea Valley North (Broxbourne, Hoddesdon and Stanstead Abbots) Lea Valley South (Cheshunt and Waltham Cross) Bishop Stortford and Sawbridgeworth

Other areas are currently being developed. More information is available via HCC’s website.

Growth and Transport PlansIn line with LTP4 policy, HCC are producing Growth and Transport Plans (GTPs) covering different sub areas of the county. Each plan will consider current and future challenges and identify interventions aligned to LTP objectives. A GTP is a HCC spatial transport plan developed in partnership with key stakeholders for the purpose of applying LTP4 policies and objectives to a growth-focused area; assembling robust evidence to identify and justify packages of schemes and actions; and aligning these packages/actions to growth objectives and quality of life priorities to maximise funding opportunities and deliver positive change.

The GTPs will also be informed by and in turn help to inform Local Plans and Infrastructure Delivery Plans which are prepared by the LPAs in Hertfordshire. They are relevant at all stages of the Local Plan process.

GTPs should be used to understand where transport would enable sustainable growth. Where GTPs have been adopted, they succeed Urban Transport Plans. Full information for GTPs can be found within the LTP within Policy 23: Growth and Transport Plans (LTP4 Section 6, Sub section N.) GTPs are supporting documents of LTP4.

Infrastructure Delivery Plans and PoliciesThe process outlined above (alongside existing Transport Strategies) will identify a series of mitigation measures required to support the level of growth set out in the Local Plans. These mitigation measures should be integrated into the Local Plans infrastructure planning processes that are undertaken alongside the Plan preparation and ultimately the LPA Local Plan, IDP. This work would also feed into discussions with LPAs around the development and implementation of CIL charging schedules. Early engagement and consideration of highways mitigation measures in the Local Plan process is essential.

HCC will support and advise the LPAs and their appointed consultants wherever possible in their development of indicative costs and appropriate funding mechanisms for highway mitigations (both from developer contributions and other funding sources where appropriate).

As a general approach, HCC would look to secure specific mitigation measures deemed necessary to be funded by that development and secured via S106 through the planning application process, subject to the

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requirements of CIL Regulation 122. This requires that planning obligations should only be sought where they meet the following tests:

Necessary to make the development acceptable in planning terms; Directly related to the development; and Fairly and reasonably related in scale and kind to the development.

Mitigation measures required to address the cumulative impacts of a number of smaller development sites, or upon key inter urban routes that are affected by development occurring in more than one authority area, would be identified as candidates for CIL funding (where a CIL Charging Schedule has been adopted), and listed in the charging authority’s Regulation 123 list. Wherever possible these schemes will be identified as strategic or local level schemes. It may also be appropriate to seek to secure other funding sources to assist in their development and delivery.

Where an existing highway capacity / congestion issue is exacerbated by growth coming forward (or existing conditions act as a barrier to development) the potential for CIL or S106 monies will also be considered along with other funding opportunities.

Mitigating some of the consequences of growth is likely to be challenging and cannot solely be solved through capacity driven highway infrastructure improvements. Alongside the relevant transport infrastructure, the introduction of policies in the Local Plan which promote and enable sustainable modes to facilitate a change in travel behaviour will be a necessity. To achieve these aims there needs to be collective agreement between the Local Planning Authority’s and the Highway Authority and other transport bodies such as Highways England or Network Rail, where applicable, on mitigations and potential funding sources.

For clarity the HA response to a Local Plan will be will be based on our view of the cumulative impact of growth. It is unlikely that the HA will be able to support at EiP any Plans which fail to identify and address these impacts.

Role of other Agencies in the Local Plan Review ProcessHighways England (HE) is responsible for maintaining, operating and improving the Strategic Road Network (SRN) which includes motorways and trunk roads. Highways England is a named consultee in the Local Plan process and has a duty to co-operate with the LPAs to support the preparation and implementation of DPDs. They have developed their own protocol to support this.

It is therefore essential that HE/HCC and LPAs work together throughout the Local Plan process and that HE are fully involved in scheme identification (in relation to the SRN). HE are undertaking the development of Road investment Strategy that it is expected will set out the long term aspirations for the various routes within their network and where they currently have identified issues on the network and are intending to focus investment in the short medium and

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long term, they provide a key opportunity for the HA and LPAs to feed in to the process and ensure that issues are identified for consideration.

Network Rail is informed by The Long Term Planning Process (LTPP) which is designed to facilitate the strategic planning of the rail network in a way which is flexible enough to take into account the views of the rail industry, funders, specifiers and customers on the requirements to develop the network to meet future demand through market studies, cross-boundary analysis and route studies.

The process takes the views of local stakeholders into account and incorporates their views on how the rail industry can drive and support economic growth, as well as giving passenger and freight operators the confidence they need to take their own strategic decisions in planning the future of their services.

HCC works closely with the rail industry in term of Network Rail and the Train Operating Companies who run the services. The HCC Rail Strategy sets out the County’s strategic aims for the rail in Hertfordshire along with shorter term improvements on the network that would provide benefits for users and in achieving an increase in rail usage.https://www.hertfordshire.gov.uk/services/recycling-waste-and-environment/planning-in-hertfordshire/transport-planning/local-transport-plan.aspx#

The main point of contact for rail related matters in the county should be the Team Leader, Strategic Transport and Rail Team Spatial Planning Unit.

District and Borough use of the Transport Planning ContractUnder the terms of the new Transport Planning Contract, districts/boroughs can directly commission Local Plan modelling support work from HCC’s Transport Planning consultants. This will be done by developing a task order in conjunction with HCC. The Transport Planning consultant will then provide a costed specification with timescale (normally within 2 weeks).

Once the work is agreed the district/borough would set up the order directly with HCC’s consultant and pay all invoices directly. It is however strongly recommended that HCC remain involved throughout the modelling process and HCC’s Transport Planning and Data Team can offer technical guidance on the specification of the option test and also interpretation of the results. HCC’s technical support time is offered free of charge, however HCC reserves the right to consider future charging for certain elements of work (or work beyond a certain level or pre-determined time period).

Other Transport Teams Represented by the Growth & Infrastructure UnitThe Unit also represents the following transport related teams within the wider Environment & Infrastructure Department:

Strategic Transport & Rail

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Network & Travel Planning Rights of Way

The Strategic Transport & Rail team assist with the development of the supporting strategies for LTP4 in relation to the provision of rail infrastructure and strategic transport links in the County, whilst the Network & Travel Planning Team focus on the level of the County’s bus service provision and travel plans.

The Rights of Way team maintain the network of public rights of way in the County and encourage improvements to these networks through the implementation of policies within LTP4.

Table 2 Key Highways contacts

Highways Local Plan and Strategic Development Group

Roger Flowerday: Roger.Flowerday@Hertfordshire.gov.uk Anthony Collier: Anthony.Collier1@Hertfordshire.gov.uk

Area Specific Contacts

Figure 2: HCC Highways Local Plan Process Flow Chart

The flow chart below illustrates how the various individuals (as noted above) as part of their respective teams should feed their responses to the district Local Plan consultations to the Strategy Programme Manager (SPM). The SPM should coordinate the responses received and then send this through to

LPADevelopment Management contact

Strategy and Programme Manager contact

Modelling & Data support

Broxbourne Roger Taylor Trevor BrennanDacorum Nick Gough Odette CarterEast Herts Roger Taylor Trever BrennanHertsmere James Dale Lindsey LucasNorth Herts Roger Taylor Anushia VettiveluSt Albans James Dale Lindsey LucasStevenage Roger Taylor Anushia VettiveluThree Rivers Nick Gough Odette Carter

Watford James Dale Odette Carter

Welwyn Hatfield Nick Gough Lindsey Lucas

Sue Jackson leads but specific modelling and data support role is currently being recruited.

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the Growth and Infrastructure Unit who will then issue the final consultation response.

Table 3 Indicative Modelling Costs (Summer 2018)

Work required Typical cost range Notes Estimated

timescale

High Level Run of Developments in COMET (Plan preparation stage).

£10,000 - £15,000.

Assumes development plugged into model but few other changes

6-8 weeks

COMET cumulative development test (Annual test).

HCC to fund

Based on agreed planning data and transport measures at time of tests

Results available in December/ January

Transport Planning and Strategy & Data

Teams

Network Management

Other HCC teamse.g. TARS, Rights of Way, Major Projects

Highways Local Plan and Strategic Development Group

Growth and Infrastructure

Unit

Area Development Managers

Mark YoungmanManjinder Sehmi

Roger TaylorJames DaleNick Gough

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Enhancement / cordoning of COMET model to enable detailed testing of schemes / developments in an urban area.

HCC to fund in first instance

Assumes cordoning of COMET model, further network development and recalibration (excludes data collection costs).

3-6 months

Post assignment analytical work (Cordoning etc.)

£4,000 - £7,000 per option test Includes reporting. 3-4 weeks

Paramics model subsequent option tests (with mitigation measures).

Up to £7,000 per test

Dependent on number of mitigation measures to be coded and outputs to be provided.

4-6 weeks

High level run of developments in COMET for South West Herts authorities to 2050.

£30,000 –£40,000

Assumes the development of a new forecast year for 2050 in addition to running the model. Cost is dependent on the number of additional schemes to be added to the test.

3 months

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Appendix 4: Adult Care Services (ACS)

Adult Care Services (ACS) provide a range of services which promote wellbeing; reduce, delay and prevent health and care needs; provide information and advice to vulnerable people and their families and carers; assist with market shaping and commissioning care and support services for people in need; and manage provider failure and other service interruptions. They are principally governed by the Care Act 2014 and the Health and Social Care Act 2012, and apply to the population as a whole, not just those who are eligible to receive care services. The Care Act moved the focus of care provision from one of providing defined services, to one of ‘meeting needs’, giving authorities more flexibility and scope to work collaboratively with other services to fulfil these duties. Social Care is a means tested service, and so some people will be required to pay for some or all of their care or support needs, including housing costs depending on the type of accommodation they are living in, including their own homes.

Although ACS are not required to own or maintain housing themselves, they do have a responsibility within the Care Act of ensuring that people with support needs are adequately and safely housed, and ‘suitability of living accommodation’ is specifically cited as a key element of ensuring an individual’s well-being. There is also a duty on HCC to cooperate with other statutory services, including housing and health authorities, to bring forward the aims of the Care Act.

The Hertfordshire Local Planning Authorities are responsible for securing contributions from developers towards Affordable Housing, as well as balancing the housing market of all groups, including housing for older people and those with disabilities. People who need care and support are more likely to be low incomes than working age, able-bodied residents, and are also less likely to be able to access private sector rented accommodation, partly due to cost, partly to accessibility, and partly due to security of tenure. Consequently, housing that is both affordable and accessible is crucial to their wellbeing. Specialist housing, such as Extra Care and Supported Living schemes, may be required for individuals who are not able to live independently in the community without support, but there are also many people of all ages and abilities who can and wish to if the right kind of housing is available for them.

Hertfordshire County Council’s ACS also offer and arrange day services or community based activities: where this is linked to accommodation the housing is usually provided by housing associations or care home providers, with the care or support commissioned by the county council.

Policy drivers, including the cost and suitability of long term residential and domiciliary care packages, are requiring HCC to re-evaluate the way in which it commissions care and provides for suitable accommodation. This includes a review of where and how services will be delivered, and projecting needs – both demographic numbers and future care requirements – to 2030. Changes in the way care is assessed and a greater emphasis on maintaining connections, retaining independence and drawing on community assets is

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indicating that more development for affordable specialist housing in the community, rather than traditional residential accommodation, is better for the resident, offering more choice and affordability, is more economic for self-payers and the County, and provides better health outcomes reducing pressure on other statutory services. Assessing need and calculating demandUnder its Care Act duties, and in response to the requirement to help shape a sustainable care market, HCC has a requirement to produce Market Position Statements which provide a snap shot in time of demand, supply and opportunity across the County. These are regularly reviewed as demand and fluctuations in the wider health and care economy affect affordability and provider confidence. Workforce availability is also a significant aspect of delivering good care in the County, and concerns over the ability of providers to attract staff (often driven in Hertfordshire by a lack of affordable housing solutions for key workers) can be a key influencer of the market.

Work has been done in Hertfordshire, between the commissioners and community intelligence, around the demands for older people, and further work is being done to do similar analysis for adults with disabilities. The analysis has been based on current service use, national data sets around demographic projections, and policy decisions around care pathways. Current projections for Older People (based on current demographics and proposed policy realignment) suggest future growth scenarios will exacerbate an existing deficit in need.

ACS has recently adopted a new Supported Housing Accommodation Strategy, and recruited a new Programme Team to bring forward it’s aspirations for growth in this area. They are already working with local housing authorities and HCC colleagues, and are developing relationships with developers and housing providers, to deliver a range of supported living options through the Strategy.

There are a number of proposed projects which are identified to meet ACS requirements. For mental health needs, these might include small blocks of 12 or so flats with an on-site office, in a number of areas. In addition, there is a need for move-on accommodation of self-contained flats in general needs accommodation. For vulnerable people this includes support currently provided to a range of groups such as women fleeing domestic violence; homeless single people and families, and people with substance misuse problems.

Hertfordshire County Council is keen to see integrated and supportive communities for all the citizens of Hertfordshire. It is already working with developers and providers to deliver a range of supported living options and wants to expand that approach and work is underway to explore the options of how this can be achieved. Due to the variation in projects identified to meet specialist needs by geographic area, the ACS team will assess each development site on a case by case basis and use current demographic

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information to support any reasonable contribution towards a particular ACS project.

Gypsy and TravellerHCC does not formally respond to plan consultations in terms of Gypsy and Traveller issues/sites. HCC’s Gypsy and Traveller section manages a number of existing sites largely as a historic legacy which dates back to local government reorganisation in the 1970’s. As such, it has some experience of the issues of on-site management and holds waiting lists for those wanting plots on existing sites. It is, however, important to note that HCC does not have an officer appointed to represent the interests of travellers. The management of the existing sites is a legacy from the past and it has been HCC’s positon for some time that it is not taking on any new sites.

A map showing Health and Community Services within Hertfordshire can be viewed here: http://extra.hertfordshire.gov.uk/hcs/hcs.htm

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Appendix 5: Early Years Education

The county council currently has a number of statutory duties it has to meet regarding free early education (FEE) and childcare:

Free early education for 2 year olds:Parents who meet national criteria as set by central government are entitled to fifteen hours of free early education. The aim of this scheme is to narrow the gap for the most disadvantaged families.

Free early education for 3 and 4 year olds:All children from the term after they are three until they start reception are entitled to fifteen hours of free early education

Thirty hours free childcare for 3 and 4 year olds:From September 2017 working parents who meet a national criteria as set by central government are entitled to an additional fifteen hours of free childcare in addition to the fifteen hours of free early education.

All working families with children up to the age of 14 (18 for children with special education needs and disability) can expect the local authority to ensure there are sufficient childcare places available for their children to ensure they are able to continue to work.

The various providers falling under Early Years Education are described below. In some instances it is possible that the same facility can provide more than one service.

Nursery provision (Free Early Education) is a central government funded scheme whereby all children from the term after which they are three until they reach school age are eligible for a free place for 570 hours per year. This free place can be offered in a maintained school or in a PVI provision, such as a preschool or day nursery. Where new primary school sites are identified, nursery provision will be sought as part of the on-site provision. From September 2013 HCC has had a statutory responsibility to provide 15 hours early education to eligible 2 year old children across Hertfordshire.

Maintained Nursery Schools are schools funded by the state where children aged from two until they reach statutory school age receive their FEE entitlement. There are 14 such schools in Hertfordshire. Maintained Nursery Classes are classes based in primary schools where children aged from two until they reach statutory school age receive their free early education entitlement.

Preschool/playgroups educate children between the ages of 2 and statutory school age. These settings are able to offer FEE to eligible 2 year olds as well as all 3 and 4 year olds. They are run by PVI providers in local communities and some children attending will be accessing their FEE place and others will be accessing additional services for which parents pay. These

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settings will often be set up in community buildings or schools and will usually be open term time only.

Day nurseries offer childcare and early education for children from 0 to 5 years old. These settings are used predominately by working parents for childcare purposes. They can also offer FEE for eligible children but with most children accessing additional services for which parents pay.

As well as nursery (FEE) provision the Local Authority has a statutory duty to ensure there is sufficient childcare for working parents. This duty covers 0 to 14 year olds (19 years for children with SEND6). Childcare can take place in preschools; day nurseries; childminders; and out of school provision, such as holiday clubs and after school clubs, depending on the age of the child. It can therefore take place in school or community buildings. New schools should be designed to be able to offer childcare to all children (aged two years upwards).

6 Special Educational Needs and Disabilities.

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Appendix 6: Education

The county council is the Local Authority which has the statutory responsibility for education. It has a duty to ensure that there are sufficient school places to meet the needs of the population now and in the future. Education provision includes nursery, primary, secondary and sixth-form education and special needs services and facilities. (In three tier areas primary and secondary education is divided into first, middle and upper education).

The county council acts as a commissioner of school places, ensuring there are a sufficient number of places through the expansion of existing or provision of new schools. It has the duty to set out the requirements for any new school needed to serve a new or growing community in order that potential providers may express their interest in running that school. Where a Section 106 agreement provides the land and funding for a new school, the County Council will usually procure the school building and then arrange any necessary leasehold transfer to the provider.

There is a diverse range of schools across Hertfordshire, including Community, Voluntary Aided and Controlled, Foundation, Academies and Free Schools. Academies, Free, Foundation and Voluntary Aided Schools are responsible for their own Admission Arrangements and Academies and Free Schools are funded directly by Central Government. However, it is the County Council that retains the statutory responsibility to ensure that there are sufficient school places available across the county to meet the educational needs of its school age (5-19 years) population. This means that the County Council remains the appropriate authority to assess the requirements for school place provision for any new housing developments; be a signatory to any S106 agreement and receive the appropriate contributions.

School Planning ContextHCC has a duty to secure sufficient school places in its area, ensuring that every child has access to a school place. HCC fulfils these planning responsibilities by forecasting the demand for school places in order to identify an appropriate balance between supply and demand. It negotiates the right number of places on an annual basis, whilst in parallel undertaking longer term strategic planning.

Meeting the DemandOver the last ten years Hertfordshire has experienced a significant rise in the demand for primary places across the County in line with the picture nationally. The rise is not consistent across the county, with some areas experiencing substantial increases in the primary aged population, whilst in some more rural areas demand is less pressing or currently remains fairly static. More information on the demand is available through HCC’s strategy document ‘Meeting the Demand for School Places’, available at https://www.hertfordshire.gov.uk/services/schools-and-education/at-school/school-planning/school-planning.aspx

Forecasts

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HCC produces regular pupil forecasts for both Reception and Year 7 demand. At a primary level, HCC publish forecast four years ahead and secondary forecasts stretch to 10 years in the future.

These forecasts are based on actual data of 0-5 year olds in an area, historic pupil movement as well as an assumed pupil yield from new housing developments. The secondary forecasts take account of an assumed housing growth trajectory for the longer term, based on information provided by Hertfordshire’s District and Borough Councils.

Latest forecasts are provided within the body of this response. These project demand for admissions into Reception and Year 7 (or Reception, Years 5 and Years 9 in areas which operate a three-tier system) and do not include any margin. HCC would normally plan a level of surplus across an area to allow for fluctuations in forecast demand.

Further information on the methodology around the pupil forecasts can be found at https://www.hertfordshire.gov.uk/services/schools-and-education/at-school/school-planning/school-planning.aspx

New SchoolsWhen working with our local planning authorities throughout the development of Local Plans, Hertfordshire County Council uses a judgement-based approach of one form of entry for every 500 new homes. This is currently under review.

The 1:500 approach is assessed in further detail at the point an individual application comes forward with further detail on housing mix, type and tenure. Using the Hertfordshire Demographic Model (see para 3.3), Hertfordshire County Council is able to calculate the anticipated need generated by an individual development site. This may be greater or less than the 1:500 high level assessment and may have implications on the amount of land required to mitigate the impact of the development/ deliver an infrastructure project. Additional land may be required on a permanent or temporary basis.

Hertfordshire County Council’s preferred size for a new primary school is at least two forms of entry (2FE) or 472 places (including a 52-place nursery). This size provides improved opportunities for delivery of a broad education curriculum and staff development, as well as offering the ability to optimise operational costs.

Hertfordshire County Council’s preferred size for new secondary schools is between six and ten forms of entry (6FE – 10FE) or 1170 - 1950 places including sixth form. This offers improved opportunities for the delivery of a broad education curriculum and the provision of a viable sixth-form.

Hertfordshire County Council seeks to deliver new primary and secondary school buildings in line with the Department for Education’s (DfE) model of accommodation, contained in Building Bulletin 103, with the exception of general purpose teaching spaces in secondary schools provided at 60m2, to

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enable flexible class organisation. Developer contributions will be sought in line with the relevant DfE accommodation schedule.

Indicative land areas are shown in Table 1. Costs for new schools are published alongside this Guide. An electronic copy can be obtained via growth@hertfordshire.gov.uk.

In some instances an individual development may not be required to provide a whole new school to make it acceptable in planning terms, but land may be required to deliver a new school project. Funding for the remaining school site (proportionate land and build costs) would be met by other developments coming forward in the local area - subject to legislative requirements.

Forms of EntrySchool provision is often described in terms of ‘forms of entry’. 1 form of entry (FE) equals 30 places per year group.

Primary schools have seven year groups from Reception through to Year 6. HCC has a preference for primary schools of 2FE or more, as this larger size provides improved opportunities for delivery of a broad education curriculum and staff development, as well as offering the ability to better manage fluctuations in demand. A 2FE primary school will have 7 year groups of 60 pupils (472 in total), including a 52-place nursery class where offered.

Secondary schools have five year groups, from Year 7 through to Year 11. With few exceptions (such as Cheshunt School), the secondary schools within Hertfordshire operate sixth forms, providing lower and upper years groups at Years 12 and 13. HCC has a preference for secondary schools of 6 to 10f.e. as this offers improved opportunities for the delivery of a broad education curriculum. A 6FE school will have 5 year groups of 180 pupils plus a Sixth Form.

Pupil Yield When undertaking high level school place planning related to new residential development, HCC determines child yield based on a ratio of 1FE per 500 dwellings to be 97.5% confident of not underestimating yield.

This is based on a study of 49 Hertfordshire developments undertaken by HCC’s demographer (c.2008). This work produced a yield range of 1FE per 500 dwellings (42 children per 100 dwellings/ 97.5% confidence) to 1FE per 850 dwellings (24.7 children per 100 dwellings/50% confidence).

HCC applies the upper end of the range, 1FE per 500 dwellings, in the first instance to ensure prudent planning. This is under review.

When considering actual proposals or planning applications, the County Council uses specific development forecasting models to ascertain more tailored demographic profiles, including pupil yields.

Developer Contributions

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The co-ordination of new infrastructure provision to ensure that all development contributes appropriately to infrastructure requirements is an approach supported by HCC. We welcome an opportunity to continue with our joint working to determine the most effective trajectory for development. This will ensure that our services are able to deliver supporting infrastructure in a timely and efficient manner.

HCC is currently reviewing its Guide to Developer Infrastructure Contributions, in order to support the funding of infrastructure provision through the use of S106 agreements but we would seek to encourage the implementation of a CIL at the earliest opportunity. The cumulative impact of smaller sites can create additional demands and burdens on existing infrastructure which must be addressed through developer contributions. Since April 2015, the ability to pool S106 planning obligations is restricted and it is increasingly difficult to fund projects which mitigate the impact of smaller developments. The implementation of a CIL is currently the most viable option of supporting the development of these sites and the provision of infrastructure, particularly strategic infrastructure such as secondary schools.

HCC encourage the development of masterplans for strategic sites. This assists in delivering a transparent process whereby each stakeholder is aware of their roles and responsibilities. This is particularly important where there are cross boundary issues associated with sites bordering neighbouring authorities, for example. It may also be necessary to consider how infrastructure contributions might be passed across administrative boundaries for cross boundary sites. For example, development directly adjacent to a settlement outside of your local authority administrative area might reasonably be expected to make contributions towards service provision at a neighbouring authority.

Site SizeThe county council’s site standards are based on Department for Education guidance “Area guidelines for mainstream schools: Building Bulletin 103” (BB103).

Table 1: Hertfordshire School Land Areas for New Schools: Jan 2019

School Size Total School Area

Primary 2 Form of Entry School 2.1haPrimary 3 Form of Entry School 3.0haSecondary 6 Form of Entry School 8.5haSecondary 7 Form of Entry School 9.7haSecondary 8 Form of Entry School 11.0haSecondary 9 Form of Entry School 12.2haSecondary 10 Form of Entry School 13.4ha

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Please seek advice from Hertfordshire County Council to ensure the most up to date information is available.

Detached Playing FieldsA school should have all of the facilities it requires, including playing fields, provided on a single site.

There may, however, be situations where in order to provide additional school place capacity at an existing site a detached playing field may be required. For a primary school, this facility should ideally be located within 400 metres of the main school site and be appropriate to enable delivery of the PE curriculum.

Types of SchoolThere is a diverse range of schools within Hertfordshire and HCC has the statutory duty to ensure sufficient school places within its area irrespective of how education is provided.

HCC is only the admitting authority for Community and Voluntary Controlled schools in the County.

All other schools (Academies, including Free Schools, Voluntary Aided and Foundation Schools) are their own admitting authorities, determining their own admissions policies and over-subscription criteria.

All admitting authorities’ admissions rules and policies must abide by the Admissions Code but HCC, in its role as commissioner of places rather than as a provider, has no power to direct schools that are their own admitting authority to provide additional places. Therefore, the provision of any additional places will require the support of the school at the appropriate time.

Education Planning AreasFor the purposes of school place planning, HCC is divided into geographical education planning areas (EPAs). There are a total of 22 secondary EPAs within the county and each of these contains one or more primary EPAs (PPAs). The forecasts are produced to planning area level, not to individual schools.

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Appendix 7: Community Protection (Hertfordshire Fire & Rescue Service)

The county council in its capacity as The Fire and Rescue Authority has two major functions. Keeping people safe through community fire safety initiatives (Prevention & Protection) and saving lives through operations (Response).

As Fire Authority, HCC is responsible for making arrangements to obtain the necessary information for the purposes of: providing a swift and effective 24/7 emergency response to: extinguish fires, with the aim of protecting life and property; rescuing people from road traffic collisions, water and height; and dealing with other emergencies such as wide-area flooding, chemical incidents and large animal rescues.

HFRS operates a number of fire stations throughout the County. Emerging Local Plans provide an opportunity to review service provision in the light of revised housing targets, along with new sites, where new and potentially enhanced facilities could be located, depending upon need.

The Fire & Rescue Authority also has a has a statutory duty to ensure that all development is provided with adequate water supplies for firefighting. The provision of public fire hydrants is not covered by Building Regulations 2010 (Part B5 as supported by Secretary of State Guidance ‘Approved Document B’) and developers are expected to make provision for fire hydrants to adequately protect a development site for fire-fighting purposes.

Information pertaining to fire hydrants is found in two documents BS9999 (buildings) BS9991 (residential)

All premises should be provided with supply of water for fire-fighting. Fire-fighters have to lay hose between the water supply and the fire appliance, so these distances should be kept to a minimum.

Hydrants should be located in positions that are near to a building entry points (including entry points to fire-fighting shafts containing fire mains) and fire appliance parking positions as follows.

a) For buildings provided with dry fire mains, hydrants should be provided within 90 m of dry fire main inlets

b) For buildings not provided with fire mains (or where the building is fitted with a wet fire main), hydrants should be provided within 90 m of any entry point to the building and not more than 90 m apart.

BS9999 22.2 - BS9991 51.2

In the case of a building fitted with dry fire mains there should be access for a pumping appliance to within 18 m of each fire main inlet connection point, typically on the face of the building, and the inlet should be visible from the appliance.

BS9999 21.4 - BS9991 50.1.3

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Appendix 8: Library Services

As Local Libraries Authority, Hertfordshire County Council has a duty to provide a comprehensive and efficient library service for everyone who lives, works, or studies in the County under the 1964 Public Libraries and Museums Act. Hertfordshire County Council is committed to maintaining and modernising its libraries to continue to meet the changing needs of service users and to cope with additional demand brought about by new development.

Libraries are no longer a place solely to borrow books. They function as a community hub offering services and facilities to cater for a range of community needs including those of children, students, job seekers, and the elderly. Libraries offer free, authoritative, non-judgemental information services and supported access to online resources and services. They provide access to books, audio material, magazines, newspapers and community language material in both physical and digital formats, public computers, Wi-Fi and the internet, online services, ICT-based and other learning opportunities. They also offer neutral places to promote community wellbeing.

In 2016 the Libraries Taskforce published Libraries Deliver: Ambition for Public Libraries in England 2016-21. This report sets out seven outcomes libraries deliver for their communities, placing libraries at the heart of ‘stronger, more resilient communities’:

Libraries are open to everyone. Their staff understand their community’s needs and are trusted to provide reliable guidance and support on a wide range of issues when people need help. So they’re vital to help public services reach out into communities. Libraries already bring people together in welcoming community hubs which host local events and provide a shared sense of place for their users - ever more important in an increasingly digital age.

They’re uniquely placed to help local government and its partners deliver their strategic objectives, whether linked to community cohesion, health and wellbeing, economic growth, promoting independent living or increasing life chances. They also have an important role in reducing social inequalities; 35.8% of people living in the most disadvantaged areas visit their library.

“Inspiring Libraries: A new strategy for Hertfordshire Library Service 2014-2024” sets out the vision and direction for the service over the next ten years, and provides a framework for future decisions about service priorities. The strategy is based on three main themes:

The library as a vibrant community asset; The digital library; and The library as an enhanced gateway to reading, information and

wellbeing.

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Hertfordshire’s 46 library buildings are promoted in three different tiers in order to clarify the services available:

Tier 1 libraries centrally located in large towns and offer the broadest range of stock and services, and the longest open hours. They are staffed by library staff; HCC invites volunteers to support the delivery of some services and activities.

Tier 2 libraries are located in smaller towns and provide core library services and a wide range of popular stock. Additional services are tailored to meet local need/demand. Tier 2 libraries are staffed during core hours; HCC seek to extend access through volunteer supervised self-service.

Tier 3 libraries are located in smaller communities and villages and provide self-service access to library services, including the issue and return of books, access to computers/technology and study space and staff assistance via the LibraryLink service (video link to another library). HCC invites local communities to add value to these self-service facilities through volunteer support and the provision of additional activities and services as decided by the local community.

Future Library ProvisionEach District in Hertfordshire contains some form of library provision and as a statutory requirement in the County; HCC would expect Local Planning Authorities through the emerging Local Plan process to take into account the views of the library service in relation to existing and possible future provision.

Any increase in populations arising from new housing developments will impact on the capacity of existing library services and will therefore necessitate an increase in library service provision to take account of additional demands on the service. Libraries Services will therefore seek contributions from developers for service improvements appropriate to the scale and nature of proposed developments. The standard charge approach advises that infrastructure required as a result of new development should be provided at a benchmark of 30m2 additional space per 1,000 populations. In 2010, the Former Museums, Libraries and Archives Council (MLA) estimated that the cost of 30m2 of library provision was £105 per person (not including land costs). This included: design costs; build costs; external landscaping; car parking; fitting out of space; initial book stock; and IT.

Further details on planning obligations and developer contributions will be are outlined in the Guide to Developer Infrastructure Contributions.

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Appendix 9: Public Health

2013 saw Public Health teams transfer from the NHS and returned to local councils, where they had originated. Having Public Health teams and Planners working within local councils creates an opportunity to collaborate on making places that better support the health of local populations. The reuniting health with planning agenda in England has been built on two policy levers: the NPPF (Chapter 8) and the Health and Social Care Act 2012, the latter introducing the Joint Strategic Needs Assessment and the Joint Health and Wellbeing Strategy, making explicit links to the planning system.

LPAs need to be mindful of the varying health challenges at the local level – and how development may influence them - when making decisions on site selection. This should have regard to the necessary infrastructure and development design that creates healthy environments and which encourages physical exercise, healthy lifestyles, behaviours and choices. Further details on this could be made available through signposting to the Hertfordshire Health, Wellbeing and Planning guidance (www.hertfordshire.gov.uk/healthyplaces), and would be a positive reflection of Chapter 8 of the NPPF. Public Health advocates that the Local Plan should include explicit policy hooks to health and wellbeing.

The broad issue of where new homes should be built needs to consider health from the outset, in terms of both how development can promote good health and wellbeing through design, and also how development may impact on physical health and mental wellbeing. A Health Impact Assessment would be an important way of supporting this and with this in mind the Local Plan should be setting out a policy requirement that all development proposals undertake a Health Impact Assessment at an early stage. The county council now has a clear position on Health Impact Assessment which sets out when it expects one to be undertaken, guidance on appropriate methodology and clarity on how it will be assessed.

The Growth & Infrastructure Unit co-ordinates the comments and views of the Public Health Authority throughout the Local Plan review process, along with engagement with the LPAs on the promotion of healthy living through specific policy wording.

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Appendix 10: Minerals and Waste Planning

The Minerals and Waste Planning Team are responsible for producing the statutory Minerals and Waste Local Plans, along with the accompanying Minerals and Waste Development Scheme (MWDS), Authority’s Monitoring Reports and HCC’s Statement of Community Involvement.

The Minerals and Waste Local Plans form part of an LPA’s Development Plan.

Minerals Due to Hertfordshire’s geology, large parts of the County fall within the sand and gravel belt, which are areas that may contain potentially workable mineral deposits. Discussions should be held with the Minerals Planning Authority with regard to any undeveloped sites that may fall within the sand and gravel belt, which the LPA is considering during the Local Plan review process.

The Minerals Local Plan (adopted in March 2007, including the areas of the County that are covered by the sand and gravel belt) can be viewed here: https://www.hertfordshire.gov.uk/media-library/documents/environment-and-planning/planning/planning-in-hertfordshire/minerals-planning/minerals-local-plan-2002-2016/mineral-local-plan-review-2002-2016-adopted-march-2007.pdf.

The Minerals Local Plan is currently being reviewed and a timetable for its replacement is outlined in the adopted MWDS. Adoption is anticipated to be in 2020.

WasteThe provision of new and existing waste management facilities should be taken into consideration when LPAs are reviewing Local Plans. LPAs should also outline how the Waste Hierarchy will be implemented during the lifetime of the Local Plan.

The adopted Waste Local Plan consists of the Waste Core Strategy & Development Management Policies Development Plan Document (adopted November 2012) and can be viewed here: https://www.hertfordshire.gov.uk/media-library/documents/environment-and-planning/planning/planning-in-hertfordshire/waste-local-plan/waste-core-strategy-and-development-management-policies-document.pdf.

Along with the Waste Site Allocations Development Plan Document (adopted July 2014), which can be viewed here: https://www.hertfordshire.gov.uk/media-library/documents/environment-and-planning/planning/planning-in-hertfordshire/waste-local-plan/the-waste-site-allocations-document-2.pdf.

The Waste Local Plan is also being reviewed and a timetable for its replacement is outlined in the adopted MWDS. Adoption is anticipated to be in 2021.

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The National Planning Policy for Waste (NPPW, paragraph 8) contains waste policy which is applicable to Local Planning Authorities:https://www.gov.uk/government/publications/national-planning-policy-for-waste

The National Planning Practice Guidance (NPPG) sets out detailed guidance for Local Planning Authorities and their role in waste planning: https://www.gov.uk/guidance/waste#preparing-local-plans

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Appendix 11: Waste Management

Under the Environmental Protection Act 1990, the county council is required to perform the statutory functions of the Waste Disposal Authority (WDA) for Hertfordshire. The WDA is also required to provide facilities in its area where residents may deposit their own household waste free of charge. In Hertfordshire, these facilities are known as Household Waste Recycling Centres (HWRCs).

As the WDA, the county council is responsible for the disposal of Local Authority Collected Waste (LACW) arising in the county. LACW consists of household waste and commercial waste collected by the ten Borough and District Councils in their role as the Waste Collection Authorities (WCAs) for Hertfordshire and waste collected at the County’s HWRCs.

In order to support this disposal function the county council requires strategically placed waste transfer facilities to enable the bulking of waste for onward disposal. Currently the south and west of the county is served by the HCC owned Waterdale waste transfer facility and the north of the county is served by Hitchin Transfer Station a leased facility. Additional waste transfer facilities are being sort to more sustainably support the north and east of the county. An increase in population within Hertfordshire as a result of new residential development is likely to require increased investment in waste disposal infrastructure.

The county council currently manages a network of 17 HWRCs (Ware is closed until summer 2020 due to being upgraded). At the County’s HWRCs residents can deposit a number of waste items and materials including those not collected at the kerbside by District and Borough Councils in their role as the WCA. The waste types accepted include residual waste, bulky waste, green garden waste and a wide range of recyclable materials. The HWRC also has a statutory function as a Designated Collection Facility as part of a Producer Responsibility Scheme. The level of service provision at each HWRC differs as some centres have been constructed in recent years and other, more historic centres, are barely adequate in terms of suitability. An increase in population within Hertfordshire as a result of new residential development will require increased investment in the HWRC network.

A list of HWRCs known to be unsuitable and therefore in need of expansion or relocation is set out below:

Bishop’s Stortford Buntingford Cole Green (near Welwyn Garden City) Elstree Hemel Hempstead Hoddesdon Letchworth St Albans Stevenage

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Turnford Ware (being expanded in 2019/2020)

The WDA LACW Spatial Strategy 2016 sets out an assessment of desirable new and improved waste management facilities required in the county over the period to 2031. The strategy identifies the need for waste bulking and processing facilities and the HWRC Annex to the strategy assesses the existing network and identifies key geographical areas where further provision of HWRC facilities are required to meet future need.

Emerging Local Plans therefore provide an opportunity to establish whether existing HWRC service provision will be compatible with the allocations within a particular Local Plan.

The LACW Spatial Strategy 2016 and the HWRC Annex should be referred to and form part of the evidence base document of the Local Plan process.

LACW Spatial Strategy 2016: https://www.hertfordshire.gov.uk/media-library/documents/waste/spatial-strategy/hertfordshire-county-council-lacw-spatial-strategy-2016.pdf

HWRC Annex: https://www.hertfordshire.gov.uk/media-library/documents/waste/spatial-strategy/hwrc-annex-to-the-lacw-spatial-strategy-2017.pdf

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Appendix 12: Environmental Resource Planning Unit

The Environmental Resource Planning Unit (ERP) manages HCC’s responsibilities as the Lead Local Flood Authority7 for Hertfordshire. It also provides advice and support on historic environment matters, ecology, landscape and the built environment. There are two teams within the ERP Unit:

Flood Risk Management. The Flood Risk Management team undertakes those activities required of HCC in its role as Lead Local Flood Authority. This includes the development and implementation of the Local Flood Risk Management Strategy for Hertfordshire and ordinary watercourse consenting.

Natural, Historic and Built Environment Advisory Service. This team includes the historic environment, ecology and landscape advisory activities of HCC and also hosts the Building Futures initiative, a joint project of the local authorities in Hertfordshire.

Site specific comments from the teams within the ERP Unit should be sought by the relevant LPA at the earliest opportunity in the plan process and preferably prior to the commencement of the Regulation 18 consultation (if sites have been established at this stage). This will enable HCC to advise on any issues arising on these sites from a flood risk, ecological and historic environment perspective, including any wider landscape issues.8

7 The Lead Local Flood Authority manages the risk of local flood risk in Hertfordshire. Further details are outlined on HCC’s website: www.hertfordshire.gov.uk/services/recycling-waste-and-environment/water/managing-flood-risks.aspx

8 The views of the Environment Agency, Historic England and Natural England should still be sought, in line with the requirements of the Duty to Co-operate.

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Appendix 13: YC Hertfordshire

The Education and Inspections Act 2006, Part 1, Section 6: Education Act 1996, Section 507B is the legislation which guides the Local Authority (LA). It states LAs have a “responsibility to ensure young people have access to sufficient educational leisure-time activities which are for the improvement of their well-being and personal and social development, and sufficient facilities for such activities; that activities are publicised; and that young people are placed at the heart of decision making regarding the youth work / positive activity provision.”

To clarify the Government’s expectations of LAs the Department of Education published the ‘Statutory Guidance for Local Authorities on Services and Activities to Improve Young People’s Well-Being (June 2012)’. The guidance states LAs should provide “young people with the positive, preventative and early help they need to improve their well-being”, “Youth work and youth workers can contribute to meeting the needs of the young people and reduce demand for more specialist services” and highlights the importance of personal and social development which enables young people to “build the capabilities they need for learning, work and the transition to adulthood.

YC Hertfordshire provides youth work projects and programmes, information, advice, guidance, work-related learning, outdoor education and one-to-one support for young people up to the age of 19 and up to 25 (core age group 11-17) and up to 25 for identified vulnerable young adults including those with learning disabilities.

YC Hertfordshire supports young people by providing high quality informal education opportunities to promote their personal and social development, enabling them to make informed decisions; have a place in their community; and ultimately, to reach their potential and make a successful transition to adulthood. This enables young people to:

Make good decisions based on the information which is available to them, thereby avoiding risky behaviour;

Be confident that they can present their views including those of others and influence decisions;

Develop resilience by knowing how they can help themselves and others; Recognise when they need support and where they can go to access it; Be able to recognise and develop healthy relationships thereby being less

vulnerable to criminal exploitation; and Develop a sense of purpose and self-belief and recognise what they

contribute to society thus ensuring a sense of emotional wellbeing and positive mental health.

All YC Hertfordshire youth work is delivered through planned curriculum programmes which are based on identified need resulting in recordable personal and social development outcomes. Needs are identified in a variety of ways: through an ongoing planning and evaluation process; ongoing consultation with young people; discussions with partners, Elected Members

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and district/ borough Youth Strategy Groups. Outcomes are identified, and a programme of work designed and delivered.

Delivery can be through a variety of media, depending on the needs and interests of the young people, such as sports, music, drama, art, peer mentoring, outdoor education etc. Outcomes are identified and will be linked to at least one of the curriculum areas: substance misuse, smoking, alcohol, sexual health, relationships, emotional wellbeing,, child sexual exploitation, youth engagement, preparation for education, training or work, youth crime and personal safety, equality, diversity and culture, health and fitness, resilience, exploring identity, and independent living skills.

YC Hertfordshire adopts a targeted approach to those most vulnerable and those at risk, while engaging as many young people from the wider community as possible in the informal education and prevention agenda.

Any increase in populations arising from new housing developments will impact on the capacity of existing YC Hertfordshire services and will therefore necessitate an increase in service provision for young people to take account of additional demands on the Service.

YC Hertfordshire will therefore seek contributions from developers for service improvements appropriate to the scale and nature of proposed developments.

Further details on planning obligations and developer contributions regarding costs per person/dwelling will be included in the separate in the Guide to Developer Infrastructure Contributions.